Director, Commercial FP&A

Direct mandate over two core pillars in Commercial FP&A: (i) Commercial Deal Operational Excellence and (ii) Contribution Margin Expansion

Serve as a thought partner to the Sr. Director in shaping the broader Commercial FP&A agenda, contributing perspective on ARR growth strategies and Contribution Margin opportunities beyond direct pillars of ownership

Drive significant transformation with AI, fully revamping the top Commercial FP&A processes with the spirit of improving speed to provide advice to the business, agility in understanding different scenarios, and gaining capacity for the team to expand scope

Partner with Corporate FP&A team to harmonize and drive best practices in areas of scope that overlap between both teams; including but not limited to costs management and forecasting practices

Partner with GTM Leadership to evolve operational frameworks & governance of the Deal Desk function that is shared between Finance and Revenue Operations

Partner with Revenue Operations to set the strategic vision and governance model for the Deal Desk function; including but not limited to:

Establish the standards and frameworks that define deal quality across the organization

Advise on promotional programs or concession frameworks

Definethe performance metrics and accountability structures that measure commercial deal health

Partner with Monetization Strategy and Pricing team to operationalize pricing objectives set by their team and translating them to point of execution teams

Partner with Partnerships and Corporate Strategy Leadership in negotiating the commercial terms of new Strategic Partnerships or Marketplace partners, in accordance with financial objectives in the long-range plan

Partner with Partnerships and Corporate Strategy Leadership in measuring the financial health of existing Strategic Partnerships and the Marketplace and advising on the levers to pull to drive Contribution Margin expansion

Own the financial partnership with GTM leadership to ensure PCC's commercial investments are allocated with discipline and rigor — translating growth objectives into resource decisions that maximize Contribution Margin without constraining ARR momentum

Partner with GTM Leadership to drive best practices in making financial decisions on resource allocation & investments; including but not limited to:

Establishing the right efficiency metrics to measure and compare to benchmarks

Capacity planning to support headcount needs aligned to growth objectives

Advising on commission program design & governance

Advising on resource allocation decisions such as marketing channel mix

Manage GTM partners to maintainaccurate forecasts on headcount and discretionary spend

Drive scenario planning and stress-testing across different time horizons (quarterly, annual, multi-year), quantifying upside and downside outcomes from strategic choices

Lead a team of FP&A professionals setting a clear vision, high expectations, and a culture of performance and engagement

Build and sustain a high-performing team through intentional talent development planning, ongoing coaching, and rigorous performance management

Develop team members for increased scope and responsibility, with a long-term lens on succession and organizational capability building