Director
Vizzia · Paris, France · Hybrid
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Own end to end finance operations including month end close, cash, budgeting, reporting and team management for a hardware and software business.
Worth knowing: Produce P&L and cash within five working days of month end
Context 250+ local authorities rely on Vizzia to keep their streets cleaner and safer. Growing from there means deciding faster: which contracts to push, which products to price differently, where the next euro goes. Those calls need numbers that are current, not numbers that land three weeks after the month has closed. That is what this role is for. We are looking for a Head of Finance to own the finance function end to end: the monthly close, the cash position, the budget and the plan, and the reporting that tells the company where margin is actually made. A good part of the job is building the plumbing before running it, so that inventory and CRM data feeds the reporting on its own and a five day close holds month after month. Vizzia sells hardware and software to public sector clients, which means real physical flows, real working capital, and a business plan that moves with prices and sales. What You'll Do 1. Close the month and steer the cash Produce the P&L and the cash position within five working days of month end Own the monthly close and keep the calendar predictable enough that the rest of the company plans around it Run the cash rather than only report it: working capital, collections, payment terms Keep the reporting fine enough to read margin at contract and product level, not only consolidated 2. Build the data chain behind the numbers Connect the inventory and CRM data to the reporting so figures arrive automatically instead of being reconciled by hand Set up the reporting and modelling foundations the company relies on to decide 3. Own the budget, the plan and the forecast Build the annual budget and hold it against actuals Reforecast frequently as sales come in and prices move, rather than rebuilding the plan once a year Rework the plan quickly when the product trajectory shifts 4. Be the finance voice for the leadership team and the board Produce a consistent board pack and the investor reporting that goes with it, and hold your own in the conversations it opens Say where margin is actually made, down to individual contracts, and act on it through supplier contract reviews and longer client commitments Run scenarios that give the leadership team the reading keys on strategic trade-offs, without blocking initiatives in a company that takes deliberate risks 5.
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