Financial Controller; North America Group

About the role This is a hands-on role where you’ll start by building deep knowledge of our business and setting the foundation for long-term success, building a world-class finance backbone for a multi-model manufacturing group.

You’ll start by owning controllership in one division: learn the business inside out, tighten and improve processes, and train the on-site finance team member(s) to sustain those standards.

Once that’s in place, you’ll apply the same playbook to the next division.

As you expand, you don’t hand things off - you continue to own the earlier divisions while taking on the new ones.

Step by step, you’ll build up to full group-level controllership, with each division operating to the standards you’ve set.

This is high-impact work: learn the business in detail, put the right processes in place, train the team, and keep raising the bar.

Responsibilities Financial Close & Reporting Deliver a fast, reliable monthly close and management pack.

Provide reporting that explains results, bridges variances, and connects finance with operations.

Lead audits, statutory filings, and stakeholder reporting.

Costing & Performance Management Own cost accounting for both tooling (job shop) and production.

Build margin and variance bridges that highlight root causes and actions.

Track trends over time and feed lessons back into standards and forecasting.

Working Capital & Cash Improve receivables, payables, and inventory discipline.

Keep leadership focused on how quickly cash flows through the business.

Partner with corporate finance on treasury and FX.

Controls & Governance Set and maintain accounting policies (revenue recognition, capitalization, depreciation, intercompany).

Put the right controls in place - strong enough to protect us, simple enough to use.

Ensure compliance with GAAP/IFRS and internal policies.

Operations, Systems & Team Work side-by-side (and also challenge when needed) with plant leaders to turn financial insights into operational improvements.

Review capital investments with rigor and test key assumptions.

Review previous investment programs and incorporate learnings.

Nail manual processes first, then automate; own ERP/BI improvements.

Build and train a capable finance team as scope expands.

How the role is measured (your KPIs) Month-End Close Speed and Reliability: days to a clean, variance-explained close in every division you own, with no restatements.

Overdue Receivables: past customer terms, and the 90+ day bucket, by division.

Billing Timeliness: time from milestone or shipment to invoice, and the unbilled balance.

Margin Visibility: actual vs.

quoted margin by job in tooling; standard-cost accuracy and variance closure in production.

Forward Risk Flags: slow payers, loss-making jobs, FX and credit-line exposure, flagged early.

Audit-Readiness and Policy Compliance: balance-sheet accounts reconciled monthly, clean audits, auditor requests answered on time.

Division Standardization: each division brought to the group standard and holding it as your scope expands.

Targets are set and reviewed internally each year as the function matures.

Reporting Structure Reports to the VP.

Competencies Bias to Action:
Don’t wait for perfect - move fast, learn, and adapt, especially with “two-way door” decisions.

Dive Deep:
Comfort in the details; understand the numbers and the drivers behind them.

When a metric doesn’t pass the “sniff” test or doesn’t match with what you see as reality, you deep dive in.

Ownership:
Take responsibility for results across divisions; step up when something needs doing.

No task is beneath you.

Integrity:
No shortcuts - we hold ourselves to the highest ethical standards.

Feedback-Driven:
Seek it, give it, and act on it.

Best idea wins.

Continuous Improvement:
Always raising the…