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.

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.

• 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 projected overruns. Review hiring and investment cases to make sure the full cost is captured, including first-year cash and ongoing annual cost, with no omissions or double counting.
• Work with Treasury to maintain a rolling short-term cash forecast and runway view, including customer receipts, payroll, suppliers, taxes, restricted cash, and entity funding needs.
• Turn differences from plan into clear recommendations on what to fund, defer, reduce, or stop. Maintain a decision log and consolidated approval papers showing the decision needed, options, recommendation, approver, deadline, and the work that is blocked.
• Review spending ratios and cost trends each quarter, investigate unusual movements with budget owners, and recommend actions with owners and dates, respecting that budget owners remain accountable for their own spend.
• Prepare board and investor financial content within the authority agreed with the CFO, and keep the model and supporting evidence ready for future financing or due diligence when the CFO calls for it.
• Hire, onboard, and develop a small FP&A team across locations. Set priorities, review quality, hold regular 1:1s, and build managers who resolve routine questions within FP&A without escalating to the CFO.

• Hands-on financial modelling: you have personally built a model from scratch that stood up to investor scrutiny, and you can explain and test every assumption without preparation. You delegate components while keeping ownership of the model logic and final quality.
• Budgeting and funding experience: you have led, or worked directly under the accountable lead on, the financial work for a major funding round, and have turned the resulting strategy into targets, budgets, and corrective action. You can defend assumptions with boards and investors and maintain due-diligence evidence.
• Strong judgment on prioritization and decisions: you focus on the decisions, deadlines, and cash risks that matter most, and get decisions made through concise options, recommendations, owners, and dates. You make a CFO's workload lighter rather than adding another review layer.
• Business and spending judgment: you can challenge budgets constructively, expose omitted or duplicated costs, and tell healthy growth investment apart from structural margin or cash problems.
• Reporting discipline: you use reconciled figures, documented definitions, and controlled assumptions, and you make data quality and cross-team dependencies visible. You set owners, deadlines, and follow-through without adding unnecessary bureaucracy.
• Commercial understanding of manufacturing, government or defence procurement, deployment costs, and multi-currency operations.
• People leadership: you have managed analysts, reviewed their work, set priorities, and developed independent owners, and you address weak output through coaching and accountability.
• Hands-on, low ego, and direct, with comfort under scrutiny and with incomplete data. You work closely with operators and handle sensitive information responsibly.
• Willingness to check any AI-assisted output yourself and to change and explain the model live.
• Experience in defence, aerospace, hardware, or another complex manufacturing business.
• Experience building an FP&A function in a fast-growing, post-funding company.
• Experience working across multiple entities, countries, or distributed finance teams.

The nature of combat has changed.

Tomorrow’s battlefield success depends on autonomy, speed, and adaptability.

And UFORCE is ready.

Are You?