Analyst, Financial Planning & Analysis

Rohit is scaling toward 2,000 homes a year by 2032 — four divisions, five markets, ~$1.5B in assets — without giving up the speed that built the company. That raises one question for Shared Services: as we grow, how much can we afford to invest, how is the business actually performing, and where should the next dollar go? This role exists to answer it.

You will not inherit a finished FP&A machine and run the cycle — you will help build it, and run it while you build it. The mandate is to design and stand up the forecasting, budgeting, consolidation, and scenario-modelling capability the enterprise needs on its sophisticated systems and deep base of AI-ready data. A defining requirement is simplicity: sophistication lives in the model; what reaches a decision-maker is one clear, trusted number they can act on without a translator.

Core Responsibilities

• Build the engine, not just run it. Design and stand up forecasting, budgeting and consolidation models built to scale across four divisions and five markets — on the enterprise data platform (Microsoft Fabric, fed by Dynamics, BuildBase, Yardi, LotWorks), so plan and actuals come from one source of truth. Retire hero-spreadsheets and manual reassembly with repeatable, auditable processes; advise from day one on what to build first and how to sequence it.
• Run the planning cycle. Lead the annual budget build with division leaders into one board-ready budget; produce rolling forecasts, quarterly/annual consolidation and board packages; run budget-to-actual variance analysis, diagnose the drivers, and present findings to the CFO.
• Answer the investment-capacity question. Build scenario and sensitivity models for strategic initiatives, acquisitions, financing structures and capital deployment so leadership sees the trade-offs before committing. Partner with Treasury to connect operating plans to borrowing room and covenant headroom, and support M&A on the timeline deals actually move on.
• Deliver performance intelligence as we scale. Translate divisional results into a plain-language read on how the business is performing — by division, market and product line — and build dashboards and live views so leaders see performance without commissioning a special report each time.
• Bring maturity without killing the edge. Bake consistent assumptions, traceable numbers and controls into FP&A that lenders, CMHC, auditors and the board can rely on — designing structured autonomy within guardrails so discipline protects speed instead of strangling it.
• Push toward automation & AI. Deliver process improvements every quarter, put AI-ready data to work in automated and agentic workflows that handle the routine and flag exceptions, and drive cycle-time down toward a five-day close.

What You Bring

• Financial modelling, for real — three-statement, DCF, sensitivity and scenario. Non-negotiable, required day one.
• Relentless curiosity — the trait we screen hardest for. You chase why a number moved until you understand it.
• A bias for simplicity — you'd rather hand a leader one number they trust than ten they must interpret.
• 2+ years in FP&A, corporate finance or a multi-divisional environment (budgeting, forecast modelling, variance analysis). Strong candidates with less time but more horsepower will be considered.
• A builder's instinct and the ability to work across a matrix — division leaders, Treasury, Accounting and Tech without losing momentum. Degree in Accounting, Finance, Economics or Engineering preferred; we care more about how you think.
• Nice to have (we'll train the rest): Power BI, Microsoft Fabric, Power Query; AI/ML applied to finance; real-estate, construction or asset-intensive / project-accounting exposure.

How Success is Measured

This is a growth proposition, not a 8-to-5. Expectations on ownership, accountability and speed run higher than at traditional employers — and in return you get real responsibility early, accelerated development working directly with the CFO, VP-Accounting and Treasury, and bonuses that are earned and paid (hitting target is the expectation, not the exception). The package adds three weeks of vacation, a paid year-end office closure, and full benefits. If you'd rather own a number than manage a process, you'll fit fast.

Outcomes

• Forecast accuracy. Consolidated cash-flow projections by the 14th with root-cause analysis on variances above $1M; board/divisional packages delivered seven business days early at 95%+ accuracy — leaders decide on your forecast without re-checking it.
• Budget & consolidation. Annual budget delivered on schedule with zero material errors; consolidation 100% accurate off a single source of truth, with cycle time falling year over year.
• Investment capacity. Leaders and the CFO call FP&A as they plan major capital strategy — not after.
• Systems & maturity. FP&A stood up on the platform, hero-spreadsheets retired on schedule, and at least two process improvements a quarter — controls embedded without slowing the divisions.