Vice President Finance

Vice President, Finance — Capital & Operating Economics

Glendale, CA — on-site, 5 days a week

Full-time

Compensation: $210,000 to $265,000

About Bambee

Bambee started as a subscription service delivering HR support to small businesses across the United States, and grew into a leading provider of direct HR guidance for small and midsized companies.

For the last two years we have concentrated nearly all of our R&D capacity — and a disproportionate amount of founder and executive attention — on Bionic, our proprietary AI architecture. That work defined a new category: Cloud Workforce Operations , the continuous management of the systems that determine how a workforce operates, including its people, policies, performance, communication, compliance, and organizational health. Instead of waiting for a company to ask for help, the system observes what is happening, understands what should be true, identifies the gaps, decides what happens next, and coordinates or executes the work to close them.

Building that way changed the company's economics. It also changed what we need from the person who owns them.

About the Role

Most finance leaders build a plan by forecasting headcount. Ours runs the other direction.

Our operating principle is Outcome → Intelligence → System → Human Judgment → Headcount. When more capacity is needed, we define the outcome, determine what our intelligence already knows, decide what the system should be able to do, identify which repeatable work can be automated, and locate where human judgment creates disproportionate value. Only then do we add people. That makes the annual plan an argument about what the system should be capable of, not a spreadsheet of open requisitions — and it makes finance a participant in that argument rather than a scorekeeper after it.

The Vice President, Finance owns how capital becomes capability at Bambee: planning, capital allocation, unit economics, capital structure, accounting and controls, and the reporting through which the company and its board understand what is actually happening.

You will work directly with the CEO and the executive team, with the General Managers who own individual businesses, and with Platform and Product leadership whose architectural decisions determine our cost structure years before they show up in the financials. You are accountable for whether the numbers are right, whether they are understood, and whether they lead to better decisions.

What You Will Own

1. Planning and capital allocation. The operating model, the annual plan, the forecast, and the recurring cycle through which we decide where money goes. You will own the model itself rather than delegating it — the assumptions, the drivers, the sensitivities, and the scenarios. You will make the trade-offs visible enough that an executive team can argue about the right things, and you will hold the line when a plan depends on assumptions nobody has tested.

2. Unit economics and business performance. ACV, CAC, conversion, payback, retention, expansion, gross and contribution margin, service cost, pricing, plan mix, and revenue growth — by segment, by product, and by cohort. Our General Managers own whether their businesses make economic sense; you own whether the company can see clearly enough to know. You will build the analytical infrastructure that answers not just what happened, but which variables produced it and which interventions will move it.

3. Capital structure and financing. The balance sheet, cash, liquidity, and the company's financing relationships. You will own lender and investor reporting, covenant compliance and monitoring, the diligence process when we raise or refinance, and the modeling that determines what we can afford and when. You will keep the executive team and the board oriented on runway, capital needs, and the timing of the decisions in front of us.

4. Accounting, controls, and reporting. The close, the audit, tax, revenue recognition, and the controls environment — accurate, on time, and clean enough to withstand outside scrutiny. You will own the systems of record and the reporting stack, and make sure the operating metrics the company runs on tie to the financials rather than living in a parallel universe of dashboards.

5. Finance as a system. Finance should not require linear headcount to handle a growing company. You will instrument the business so reporting is produced rather than assembled, push analysis into self‑serve tools so teams answer their own questions, automate the close and the recurring reporting cycle, and use our own intelligence architecture where it does the work better than a person would. The objective is a finance function whose capacity grows faster than its cost — and a company that can see itself more clearly every quarter.

Required Experience

• 10+ years in finance, including senior ownership of FP&A, financial planning, or strategic finance at a venture‑backed or PE‑backed company


• Experience owning the operating model end to end at a recurring‑revenue business — you have built it, not only reviewed it


• Fluency in SaaS metrics and cohort‑based analysis, and the ability to connect them to product, pricing, and go‑to‑market decisions


• Experience with lenders, investors, or a board as a primary reporting relationship


• Ownership of or close partnership with accounting through an audit


• Bachelor's degree in finance, accounting, economics, or a related field

What We Look For

Model depth. You build the model yourself and you know where it is fragile. You can descend into the details of a cohort curve or a margin bridge rather than managing finance from summary slides, and you know the difference between a number that is precise and a number that is right.

Finance as infrastructure. You are impatient with work that repeats every month without getting easier. You would rather instrument a metric once than reproduce it forever, and you think about your own function in terms of marginal cost, reuse, and compounding capability — not how many analysts it takes.

Independent judgment. You form your own view and you defend it. You will tell the CEO a plan does not work, deliver a difficult number early rather than a comfortable explanation after the quarter closes, and interrogate an answer the system hands you instead of accepting it. You use data rigorously without confusing data for judgment.

Why Bambee

We take on some of the hardest problems in workforce operations because solving them unlocks disproportionately ambitious outcomes. We are building it for ordinary companies and the people who spend their lives inside them.

If that sounds like the kind of company — and the kind of responsibility — you have been looking for, we should talk.