FP&A Director

Our economics are richer than a typical software P&L. Gross billings flow through us to publishers, so what we book and what we keep are two different numbers. We deploy our own capital into user acquisition and earn it back over cohorts. Revenue moves with eCPMs, impression volume, network mix, portfolio concentration and platform policy — sometimes in the same month.

Leadership and the board need one version of that story: built once, refreshed on a calendar, and trusted by everyone reading it. That is what this role owns. You will be the analytical spine of the company — the person who owns the model, runs the planning cycle, and turns 200+ metrics into the handful of numbers that actually drive decisions.

• The consolidated operating model. Driver-based revenue, gross profit, opex, headcount and cash for the group — annual budget, quarterly re-forecast, monthly rolling view. One model, one source of truth, documented well enough that someone else can audit it.
• Board and investor reporting. Build the board package end to end: KPI pack, P&L and cash bridges, plan-versus-actual, and a written narrative that explains movements rather than restating them. You own the calendar, the pre-reads and the follow-ups.
• The monthly cycle. Partner with Accounting through close, produce variance analysis against budget and forecast, and get a flash view to leadership in the first days of the month — with the reasons attached, not just the deltas.
• Revenue economics. Model gross ad revenue and net revenue after publisher payouts, take rate by product and cohort, eCPM and impression drivers, and network and publisher concentration — keeping the gross-versus-net presentation consistent with how revenue is recognized.
• UA capital and Accelerator economics. Treat the UA fund as a capital allocation problem: cohort ROAS and payback curves, capital deployed versus recouped, per-title P&Ls, revenue-share deal models to support go/no-go calls, and a clear read on the working capital tied up between paying for installs and collecting from networks.
• Opex and headcount partnering. Be the finance partner to Product, Engineering, Growth and G&A: hiring plans, vendor and cloud spend, return on what we choose to fund, and the discipline to say plainly what something costs.
• Scenario and sensitivity work. Take-rate and pricing changes, network mix shifts, privacy and platform policy changes, FX across our entities, downside cases with the levers named and quantified.
• The reporting stack. Move routine reporting out of spreadsheets and into BI and planning tooling, working with the Data team so finance definitions match what the product actually measures.
• Management of 2 financial analysts.

• 7+ years in FP&A, investment banking, transaction services or strategy consulting, including at least two to three years in an operating seat owning a budget and forecast cycle.
• Modeling that holds up under scrutiny: driver-based three-statement models, cohort and unit economics, scenario mechanics built for someone else to inspect.
• Building automation into finance reporting — this seat's own charter: AI-assisted forecasting, an agentic reporting layer, rolling-forecast automation, scenario tooling, automated variance reporting. 
• Fluency with large transactional datasets — you should be able to answer your own questions rather than queue for them.
• Experience presenting to executives and a board, and the judgment to know which three numbers matter in a given month.
• Direct, transparent communication in English (our working language), and the ability to disagree with a commercial team while keeping them as a partner.
• Ownership as a default: you see gaps in process and close them without being assigned to.
• Leadership experience - mentoring and leading a team of analysts.
• Based in or relocating to Barcelona, eligible to work in Spain, and comfortable with a hybrid rhythm.

• Ad tech, mobile gaming, marketplaces, healthcare, financial services, telecommunications, e-commerce or any other pass-through revenue business — including principal-versus-agent and gross-versus-net revenue judgments.
• Multi-entity, multi-currency consolidation across US and EU entities.
• A planning tool (Pigment, Anaplan, Abacum, Planful) and BI (Looker, Tableau, Metabase), plus a modern ERP such as NetSuite.
• Python, SQL or dbt for analysis, and the instinct to automate any report you have built twice.