Head of Strategic Finance

ABOUT CLAIR

If you can send your friends money in seconds, why does it still take your employer two weeks to send your paycheck?

At Clair, we are on a mission to create financial freedom for America's workers by giving them a digital banking platform that allows them to get paid as soon as they clock out of work. But we're not just another digital bank or on-demand pay provider. We meet Americans at their place of work by embedding our products within the scheduling, workforce management, and payroll apps they already use every day.

Learn more about us at getclair.com/about http://getclair.com/about


THE JOB

You own the operating model. The whole thing. Revenue, expenses, headcount, unit economics. When the CEO asks "What happens to margin if we launch this product at this price," your model answers that question in hours, not days. When the board asks why we missed forecast, you already know and have a view on what to do about it.

You report to the VP of Finance. He’s not handing you the model and walking away. He stays close to the numbers, stress-tests assumptions, and works in the model alongside you when the stakes are high. He leads the strategic finance agenda (fundraising, pricing strategy, capital allocation, company operating cadence, investor relations) and you build the analytical foundation underneath those decisions. The difference is altitude: you own the model day-to-day, he pressure-tests it and uses it to drive the biggest calls. 

Clair provides on-demand pay to hourly workers through embedded partnerships with large payroll and time platforms like Gusto, Intuit QuickBooks, BambooHR, Connecteam, and 7shifts. The business has real complexity: multi-partner unit economics, cohort-based lending dynamics, credit risk, and a product surface that’s expanding. If you want a job where the model is a static spreadsheet you update once a quarter, this isn’t it.


WHAT YOU ACTUALLY DO

Own the Numbers

- Build, maintain, and defend Clair’s consolidated operating model

- Run the annual budget process end-to-end. Bottoms-up plans with every department, reconciled to top-down targets

- Maintain weekly rolling forecasts. You’re the first person to know when something is off and you turn that into action, not just insight

- Variance analysis that says something. Not "Revenue was $50K below plan" but "Revenue was $50K below plan because partner X’s conversion dropped 15% after their app update, and here’s what we should do"

- Own the reporting cadence: monthly reviews, QBRs, board materials

Support Strategy

- Build the models behind fundraising: investor decks, data rooms, due diligence answers

- Model new product economics before we build anything. What are the unit economics? What’s the break-even?

- Pricing and take-rate analysis for new and existing partnerships

- Be the VP of Finance’s go-to analytical partner on big-picture questions

Connect the Dots

- Product team says engagement is up. Partnerships says a new