VP OF FINANCE

WHY THIS ROLE EXISTS

Fathom is a PLG SaaS business at scale. We just hit our first cash-flow-positive month, our AI inference costs are a meaningful

and fast-changing line on the P&L, and our pricing, packaging, and unit economics decisions are some of the highest-leverage

choices the company makes. There is real, urgent strategic finance work to be done here — and almost none of it looks like

traditional controllership.

We need someone who can be the financial brain of the company: own the operating model, build a credible point of view on unit

economics in a PLG business, partner with the CEO on pricing and packaging, manage AI/COGS as a first-class line item, and be the

trusted second opinion on every meaningful financial decision.

We do not need someone to build a finance team. The interesting work here is high-leverage and AI-enabled. Our existing vendors

(Pilot for accounting, Sphere for tax, Rippling for payroll, Pulley for cap table) handle the things they should handle. This is a

hire-of-one, possibly hire-of-two if the right second person comes along, and we expect it to stay that way.

WHAT YOU'LL OWN

THE HEADLINE WORK — THE REASON WE'RE HIRING YOU

The operating model. Own and maintain the company's 3-statement model. Build it for a PLG business — bottoms-up by product surface

and self-serve cohort.

GTM finance. Marketing spend ROI by channel, customer profitability analysis by segment, renewals and expansion forecasting in

partnership with CS. Sales productivity analysis as the sales motion matures. You’ll partner with our Sales, Marketing, and CS

leaders as a collaborator on making our GTM machine more efficient — surfacing the data, framing the tradeoffs, and bringing them

into the conversation as co-owners of any changes. Finance owns the numbers; the functional leaders own the decisions.

Unit economics, cohort analysis, and pricing. LTV, CAC, payback, gross margin by cohort, NRR, GRR — all the standard SaaS metrics,

but built for a PLG funnel. Own the financial modeling for pricing and packaging changes; be the person product and the CEO go to

before pulling pricing levers.

AI / LLM cost management. This is real money, growing fast, and tightly coupled to gross margin. Own the model that forecasts

inference cost as a function of usage, model mix, and product decisions. Partner with engineering on optimization opportunities.

This line item alone is worth a meaningful percent of the role.

Cloud / COGS management. GCP cost analysis, COGS forecasting, gross margin engineering. Same logic as above.

Strategic finance projects. Whatever the highest-leverage one-off analysis is this quarter — build-vs-buy, market sizing, scenario

modeling, international expansion math, comp band design support. The job is to identify and run these without being asked.

KPI definition and reporting standards. Define the financial metrics that matter, standardize how we report them internally and

externally, and own the dashboards (you'll spec them; the data team builds them).

CEO financial advisor / "numbers brain." Be the trusted second opinion on every meaningful financial decision. Help draft the

financial narrative for the board, investors, and acquirers.

THE SUPPORTING WORK

These are real responsibilities you own, but they shouldn't take meaningful time week-over-week if the systems are set up well:

13-week cash forecast

Headcount planning and comp modeling

Sales productivity analysis

409A coordination

Wefunder / SPV investor communications

Comp benchmarking, commission plan design and modeling

Help draft board financial narrative

WHAT YOU’LL (LIKELY) DELEGATE

We've seen too many VPs of Finance want to take everything in-house so we expect you be involved but heavily delegate a lot of the

lower leverage responsibilities:

Monthly close, GAAP financials, AR collections, deferred revenue, stock-based comp, ASC 606 work. Pilot does this. Manage them

as a vendor; do not bring it in-house.

All tax work (federal, state, sales tax, international, R&D credit, contractor reporting). Sphere does this.

Payroll, equity admin, bonus pool, EOR for international employees. Rippling and People own this.

Finance tech stack, billing systems, expense management, procurement workflow. Existing systems and existing owners.

Insurance, liability cap modeling, vendor risk, SOC 2 financial controls. Legal/compliance handles.

That said, we are not dogmatic, if you have a compelling reason why you should be more hands-on in any of these areas we’re open

to it.

YOU'RE A FIT IF

Required:

You've done finance in a PLG business — and you have strong opinions about how to model self-serve revenue, expansion, and the

funnel. We've talked to many VPs of Finance from sales-led SaaS who struggle with this; we will screen hard.

You think about leverage, not headcount. You're proud of how much you ship as a one-person function with AI tooling, vendor

relationships, and good systems; it’s impact over all else. The idea of running a four-person team to do the same work makes

you uncomfortable.

You're pragmatic, not dogmatic. You don't come in on day one trying to revisit revenue recognition, restructure the chart of

accounts, or play financial-engineering games. You focus on real, meaningful impact.

You can be the CEO's "numbers brain." This is half the job. You're the trusted second opinion, the person who finds the missing

assumption in a model, the person who reframes a decision with the right unit economics.

You're hands-on. You build the model yourself. You write the SQL. You read the GCP bill line by line. You don't manage finance

from a slide deck.

You're fluent with AI tooling and you actively use it to compress your own workload.

Low-ego and easy-going. Life is too short to work with jerks :) We all lead through our actions, not through edict; we expect

you to do the same.

You know when to add process and when not to. Your instinct on day one is to understand how we actually operate before adding

any process. You don’t build overly complex systems out of the gate; you add structure where the lack of it is hurting us, and

you leave the rest alone.

You’re a test-and-learn thinker. Fathom is a testing-forward organization. We speak in ROI and unit economics, but we also know

when to bend on the thresholds to learn something. You can hold both ideas at once — the discipline of the numbers and the

willingness to run an experiment whose payback isn’t obvious yet.

Bonus:

Direct experience modeling and managing AI inference costs as a P&L line item

Background partnering with product on pricing and packaging at a PLG company

You've publicly shared opinions or written about strategic finance, unit economics, or operating models

HOW WE'LL KNOW IT'S WORKING

The operating model is the source of truth across the company — used in every leadership conversation, trusted by the board

Unit economics and AI/COGS are forecastable within a tight band; surprises are rare

The CEO defaults to "let me check with [you]" before any meaningful financial decision

The function stays at 1–2 people; existing vendors continue to do the work they do well

You are not bottlenecked on monthly busywork

Role

VP of Finance

Locations

Remote

Published

May 20

Deadline

August 16

Tags for this job

GCP SQL AI Go Rust

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