VP, Strategic Finance

Team: Finance (G&A)

Reports to: Chief Financial Officer

Location: London, Amsterdam or Stockholm. Remote-first, with travel as and when needed

About Nivoda

Nivoda is the B2B marketplace rebuilding how the jewellery industry works. We connect independent jewellery retailers with a global network of diamond and gemstone suppliers, so a jeweller in Denver or Devon can source from anywhere in the world without the cost, risk, and hassle of doing it the old way. We handle the logistics, the payments, and the quality checks, the messy middle that used to put global sourcing out of reach for small businesses.

Today we process over $300M in transactions a year in a $350B industry that still runs largely on personal relationships and paperwork. We are growing quickly, we are backed by leading investors, and we are only getting started.

We built Nivoda so every jeweller, whatever their size and wherever they are, has access to the same global supply, pricing and tools as the biggest players.

Why this role & why now

You will sit on the Extended Leadership Team, report to the CFO, and own how Nivoda plans, reports and is funded. You will present to the board, investors and our receivables lender yourself, work directly with the CFO on equity and debt financing, and build a finance function that runs on routine rather than heroics. This is for someone who wants to lead a team and shape the company’s financial story, not only model it.

What you will own

Planning and forecasting. You own the annual budget, quarterly reforecast and long-range plan, plus scenario and funding cases for the C-suite and board. You are accountable for forecast accuracy against agreed tolerances, and for an honest post-mortem whether we miss or overachieve.

Board, investor and lender reporting. You own the monthly board pack and the numbers behind it, plus materials for existing and prospective investors and our receivables lender, including covenant reporting and onsite diligence. You present to these audiences yourself and you are their first call for analytical questions. The aim is that they trust the numbers without the CFO needing to vouch for them.

Corporate finance. You build the models and documentation for equity and debt financing, analyse term sheets, work with the People team on cap table and option pool, and support the CFO on transactions.

Commercial and unit economics. You own cohort economics, customer lifetime value, geographic and segment profitability, and the return on marketing and sales spend. With the CRO’s organisation, you build quota and commission models so targets, incentives and the forecast point at the same numbers.

Business partnering. You partner with Product and Engineering, Fulfilment, Fintech and the commercial teams on build versus buy, hiring cases, pricing and fee experiments, and capital allocation. The function says yes, no or not yet, with a model behind it.

Leading the function. You lead the team: hiring, onboarding, objectives, development and performance, including written objectives and regular structured feedback for each person. You set the review standard and deliverables calendar, agree data contracts with the Data team, and own the tooling (Snowflake, NetSuite, ThoughtSpot, Claude and the modelling stack). We measure the function on on-time delivery, errors caught internally rather than by the audience, forecast accuracy, and how many people can produce each recurring deliverable.

What good looks like

First 90 days. You have taken over the monthly pack and the reforecast without the investors noticing a handover. You have met your leadership-team peers and told the CFO what you would change and in what order.

90 to 180 days. The monthly pack, FP&A-approved numbers and lender reporting land on the agreed date, each with a named owner and a written process. No board, lender or investor number has needed restating. The first version of the business line P&Ls is delivered at day 180.

Twelve months. The function delivers month-end and board commitments without you or the CFO stepping in, including when you are away. A team member has delivered a new analytical capability end to end. FP&A and the Data team work from one set of metric definitions. Board members, lenders and the leadership team rely on the numbers without asking the CFO to vouch for them.

The standard

A finance team has no quota. The thing it sells is trust, and trust is earned with accuracy a bar above the rest of the company and delivery on the date promised.

Three things must not fail in this role.

• Timeliness: deadlines are commitments, not targets.

• Quality: every external-facing number reconciles to a primary source and has been reviewed by someone other than its author before it leaves the team.

• Capacity: within reason, not a constraint. The function absorbs the demands of a 450-person company by organising, prioritising and delegating. If capacity is a hard limit, you make the case for a hire or an…