VP FP&A

UFORCE exists to make aggression unaffordable. Founded in Ukraine and headquartered in London, UFORCE is a defence-technology company with operations across Europe, the United States and Asia. UFORCE builds uncrewed vessels, ground robotics and aircraft, autonomy software, and the command-and-control layer that operates them together. Each platform is deployable on its own, and stronger as part of the system. Its product lines include the MAGURA family of uncrewed surface vessels, the NEMESIS family of strike platforms, the LIUT family of ground robotic platforms, and counter-UAS systems. About the Role We're hiring a VP of Financial Planning & Analysis to build and lead our FP&A function. The company has recently raised significant funding, and it needs a hands-on leader to turn that strategy into agreed company targets, realistic budgets, clear spending priorities, and reporting leadership can rely on. You will build the financial model from scratch, set up the planning process, and give the CFO and executive team the numbers and recommendations they need to make decisions. The aim is for the CFO to spend their time on strategic finance, investors, and executive decisions, and less on building models, chasing inputs, or correcting reports. This role will report to CFO. Over the first six months you will establish the function, and over the following year you will scale it, starting by building a small team and adding people as workload and data quality justify it. You will work closely with Accounting, Controlling, Treasury, Sales, Product, Engineering, Manufacturing, and People. The environment is demanding and not yet fully structured, so you need to be comfortable setting up processes from a blank page, working with incomplete data, and being questioned on your assumptions by the board and investors. What you will do • Build the integrated financial model, including assumptions, scenarios, documentation, and ongoing maintenance, connecting pipeline, sales capacity, hiring, production, revenue timing, margins, investment, and cash. Keep the model clean and traceable, with clear units, periods, and reconciliation checks, and be able to explain and change it live. • Work with the CFO and CEO to turn company strategy into financial targets, then translate those targets into annual budgets, monthly forecasts, and quarterly reviews. Agree targets before departmental budgets are built, so every budget has a clear basis. • Run the planning process end to end: templates, submission deadlines, challenge sessions, consolidation, version control, and a repeatable forecasting calendar with named budget owners. • Deliver monthly management and board reporting that is reconciled to actuals, explained against budget and forecast, and includes cash implications, risks, and recommendations. Be clear about which figures are final, provisional, or missing, and keep a record of open data issues. • Agree a clear handover of actuals with Accounting and Controlling, including required inputs, reconciliation checks, delivery dates, and escalation routes. • Analyse product, contract, and customer economics with Manufacturing, Product, and Accounting. This covers unit production costs, gross margin, cohort performance, and the drivers of margin differences, separating proven costs from estimates and agreeing owners for missing data. • Link sales forecasts to signed contracts, delivery milestones, recognised revenue, and customer receipts. Keep committed forecasts distinct from closed contracts, and explain changes in amount, stage, timing, and probability. Make the impact of government procurement timing and hardware and software delivery risks explicit. • Track approved budgets against actual and committed spending, remaining funds, and pr