layiq

/la·yiq/adjective

worthy; deserving; fitting; suitable.

A role, opportunity, or path that merits attention, time, and pursuit.

Chief Financial Officer at Sitreps 2 Steercos | LAYIQ

Financial Leadership & Business Partnership
Serve as the CEO's primary financial advisor, providing clear, timely analysis of financial performance, cash flow, profitability, capital allocation, and business risk
Partner with branch and operations leaders to improve revenue, route and service profitability, labor productivity, fleet utilization, pricing, and customer profitability
Develop branch-level financial reporting that management can use to drive decisions
Establish financial KPIs and accountability standards appropriate for a multi-branch field service business
Recruit, build, and lead a finance organization sized to the company's growth, with clear responsibilities across the CFO, accounting and finance staff, and branch personnel
Establish appropriate segregation of duties and approval controls across Corporate and branch locations
Financial Reporting, Accounting Oversight & Controls
Own the integrity and timeliness of financial reporting, while the Controller owns daily accounting execution and monthly close
Establish accounting policies, procedures, close calendars, and internal controls across Corporate and all branches
Review consolidated and branch-level financial statements, ensuring variances and issues are identified and resolved
Oversee external audit, financial statement preparation, and lender and sponsor reporting
Prepare or oversee financial materials for the CEO, Board, and ownership, communicating performance, forecasts, liquidity, and risk clearly to both financial and operational audiences
Planning, Budgeting & Forecasting
Lead the annual budgeting process in partnership with Operations and the CEO
Maintain a rolling forecast of revenue, EBITDA, cash flow, capital expenditures, and working capital
Provide management with variance analysis and actionable recommendations
Develop financial models to support branch expansion, pricing decisions, fleet investment, and other strategic initiatives
Treasury, Cash & Capital Structure
Own the cash management and liquidity strategy, with regular consolidated and branch-level cash visibility and forecasting
Manage banking relationships, credit facilities, borrowing capacity, covenant compliance, and lender reporting
Oversee payment controls and approvals per the Delegation of Authority Policy
Recommend capital allocation across debt, cash reserves, fleet and equipment investment, and other uses
Tax Strategy & Compliance
Own the overall tax function and tax strategy, with day-to-day preparation and compliance performed by internal staff and external tax advisors
Oversee federal, state, and local income, sales and use, payroll, property, and other applicable tax compliance across multi-state operations
Coordinate with external tax advisors on tax returns, estimated payments, tax planning, nexus, entity structure, acquisitions, and other significant tax matters
Monitor tax exposures and ensure timely escalation of material tax risks to the CEO and ownership
Evaluate the tax implications of acquisitions, new locations, entity changes, and significant transactions
Insurance, Risk Management & Compliance
Own the enterprise risk management and insurance program, including the relationship with the third-party broker
Ensure coverage is appropriately structured for operations, fleet, employees, locations, equipment, and contractual obligations
Oversee renewals, coverage reviews, certificates of insurance, claims management, and loss control initiatives with Operations and the broker
Monitor under-insured and uninsured exposures, and recommend changes to deductibles, limits, and risk retention strategies
Coordinate with management, the broker, and outside counsel on material claims, litigation, and regulatory matters
Maintain processes for identifying and monitoring enterprise risks, including safety, environmental, and regulatory risks with financial, insurance, or contractual implications
Information Systems
Own the technology strategy, with day-to-day administration performed by internal IT staff and outsourced MSP partners
Standardize ERP, dispatch and routing, billing, and financial systems across Corporate and all branches to support consolidated reporting and a scalable close
Oversee cybersecurity, data privacy, and business continuity practices appropriate for a multi-branch, PE-backed platform, including vendor and MSP oversight
Lead IT diligence and post-close systems integration for add-on acquisitions
Monitor technology spend, system performance, and integration risk, escalating material issues to the CEO and ownership
M&A Financial Integration
Support transaction evaluation and financial due diligence for add-on acquisitions
Lead post-close finance integration, including accounting systems, chart of accounts, banking, payment processes, reporting, tax, insurance, and close procedures
Establish a repeatable integration playbook so acquired branches are incorporated without disrupting operations
Monitor acquisition performance against underwriting assumptions, and report results to the CEO and ownership
First 90 Days
The finance and accounting function is still early, with plenty of white space. The first 90 days should be used to establish the baseline, identify gaps, prioritize initiatives, and implement the highest-value improvements.
Complete an assessment of the team, internal controls, accounting, reporting, FP&A, cash management, tax, insurance, systems, and acquisition integration
Identify the highest-priority gaps, and present a prioritized plan with a timeline to the CEO and the sponsor
Confirm the Accounting Manager's responsibilities, and establish a clear CFO and Accounting Manager operating model
Establish the monthly close calendar, reporting package, and key reconciliations required for reliable management reporting
Establish a weekly cash and liquidity reporting process
Establish tax and insurance calendars, ownership, and external advisor and broker relationships
Establish the recurring CEO, Board, and branch financial reporting cadence
Create a repeatable finance integration checklist for future acquisitions

Chief Financial Officer

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