Head of FP&A

This is not a traditional FP&A role. We are building at the intersection of AI infrastructure and energy, where individual decisions can involve billions of dollars and the underlying market is changing in real time every day. We are looking for a leader who combines hyperscaler-grade financial judgment with a startup mentality — someone who knows what world-class looks like at scale, but is equally comfortable building the first version, operating with incomplete information, moving quickly and continuously improving the answer.

The value of FP&A here is not forecast precision. It is judgment: identifying what matters, framing the right trade-offs and helping leadership make better decisions about capital, risk and growth.

Big Watt Digital is a mission-critical infrastructure platform developing and operating next-generation, high-density data center campuses built for the demands of AI and advanced digital workloads. Our model brings together large-scale power, digital infrastructure, development execution, and operational discipline to deliver speed, certainty, and scalability.

We are building at the intersection of energy, data centers, AI infrastructure, and large-scale development—where execution matters.

• Own the integrated financial view of the company, connecting customers, power, development, construction, financing and operations.
• Shape the narrative used by the CEO, CFO and Board:
  where value is being created, what is changing, where risk is emerging and what decisions matter most.
• Translate a portfolio of complex infrastructure investments into clear implications for returns, cash, capital requirements and enterprise value.

• Build the frameworks for deciding where, when and how to deploy billions of dollars of capital across competing opportunities.
• Evaluate customer credit, power economics, construction risk, financing, capital intensity, COD timing and strategic value — not simply IRR.
• Bring rigor without bureaucracy. Know when an 80% answer today is more valuable than a 95% answer weeks from now, and when the magnitude of the decision requires going deeper.

• Build planning around the reality that customer requirements, project schedules, financing markets, power economics and investment opportunities will continually change.
• Use scenarios and sensitivities to identify what actually drives outcomes and quickly translate changing assumptions into implications for cash, returns, liquidity and enterprise value.
• Make a recommendation with imperfect information, test it against reality and change the answer when the facts change.

• Be a key partner to Treasury
  , connecting the operating and project outlook to liquidity, financing requirements, debt capacity and capital structure.
• Partner deeply with Accounting
  , influencing accounting judgments and policy across complex areas including project and construction accounting, capitalization, leases, revenue, JVs and infrastructure assets. Understand the accounting well enough to anticipate how business decisions will ultimately flow through the financial statements.
• Partner with Investor Relations to translate operating performance, project economics and long-term strategy into a compelling external financial narrative.
• Connect these disciplines rather than allowing FP&A, Accounting, Treasury and IR to operate as separate information streams.

• Create integrated project, portfolio, P&L, balance-sheet and cash-flow models that allow leadership to understand the business from individual investments through enterprise-level outcomes.
• Build the planning systems, data architecture and decision frameworks required to support a company operating at substantially greater scale.
• Automate reporting wherever possible. The team's time should be spent interpreting information and influencing decisions, not producing reports.

• Build and lead an exceptional FP&A organization.
• Hire people with the analytical horsepower, business judgment, and ownership mentality to operate across both detailed project economics and enterprise-level decisions.
• Set a high bar without importing unnecessary large-company process. Create a culture of intellectual honesty, speed, iteration and accountability where Finance is expected to have a point of view.

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