Director of Program Finance

The Director of Program Finance at Broadband Communications is tasked with providing financial guidance and strategy for the Broadband Communications Systems Sector. Key responsibilities include ensuring accurate financial reporting, collaborating with operational and program leadership, driving working capital initiatives, and managing finance transformation efforts. Furthermore, the role involves leading a team, reviewing proposals, and overseeing month-end closing processes for accuracy.

To qualify for the Director of Program Finance role at Broadband Communications, candidates need a Bachelor's Degree, alongside 15 years of related experience, or alternatively, 19 years of experience without a degree. Preferred qualifications include a Master's Degree and 3 years of experience in Indirect Cost and Rate Management, along with a solid understanding of Government Finance, particularly within the Defense and Aerospace industries.

The preferred experience for the Director of Program Finance at Broadband Communications includes 3+ years in Indirect Cost and Rate Management, 5+ years in management, and in-depth expertise in Government Finance regulations, specifically Federal Acquisition Regulations (FAR). Candidates should also possess strong analytical skills and be able to effectively communicate complex financial concepts across diverse teams.

A Director of Program Finance should have a robust understanding of management and financial accounting, cash management, team-building, and budgeting. It’s crucial to be well-versed in GAAP and SEC regulations to ensure compliance while also having the capacity to identify and drive improvement initiatives for working capital.

Leadership is critical in the Director of Program Finance position at Broadband Communications. The director will lead their finance team, mentor staff, and ensure they are equipped to meet their goals. Effective communication is essential, as the director collaborates with senior management and non-finance stakeholders to apply complex financial constructs for various business solutions.

When prioritizing competing financial initiatives, it’s important to assess the impact of each initiative on the overall business objectives. One effective strategy is to align each initiative with company goals and assess available resources. Additionally, communicating with stakeholders to understand their priorities can provide clarity and guide your decision-making.

In discussing your experience with financial transformation initiatives, focus on specific projects where you implemented process improvements or system upgrades. Explain the challenges faced, your role in the transformation, and the measurable outcomes that were achieved, such as increased efficiency or reduced costs.

To ensure accurate financial reporting, I implement regular reconciliation processes, maintain thorough documentation, and foster a culture of accountability in my team. Utilizing financial software and performing periodic audits can also help identify discrepancies early on, preventing potential issues before they arise.

I managed my finance team by fostering an environment of collaboration and open communication. I believe in setting clear expectations while also providing my team with opportunities for professional development. Regular one-on-one meetings allow for feedback and targeted coaching, ensuring each team member is aligned with our goals.

In evaluating proposal costs and pricing data, I adopt a comprehensive approach by analyzing historical data, assessing market conditions, and ensuring compliance with contractual commitments. Collaborating with various departments for their insights allows me to ensure that pricing strategies align with overall business positions.

Adapting to changes in financial regulations and compliance requirements requires continuous learning. I stay updated through training sessions and webinars and maintain a network of industry professionals to discuss best practices. Proactively reviewing and revising our compliance strategies ensures we remain ahead of potential issues.

Certainly! One notable working capital initiative I led involved restructuring our inventory management process, which improved turnover rates. By enhancing coordination between finance and operations, we reduced excess inventory, resulting in a substantial improvement in cash flow and lowered carrying costs.

Communication is vital for my role as a finance leader. It ensures that complex financial concepts are understood across all levels of the organization. I make it a priority to tailor my messaging to the audience, whether interacting with senior executives or non-finance team members, facilitating better decision-making processes.

Managing risks associated with financial forecasting involves regularly revisiting assumptions and using various scenario analysis techniques. I encourage cross-functional collaboration to gather diverse perspectives that can identify potential risks while implementing contingency plans to address uncertainties.

My method for assessing program risks and opportunities includes establishing clear metrics for success and regularly reviewing them against actual performance. Engaging with program teams to understand their challenges and capturing feedback ensures we can adjust our strategies quickly to seize opportunities or mitigate risks.