- Own the numbers end-to-end. Accounting, FP&A, treasury, tax, audit, board reporting. Every step is yours.
- Build the model that runs the company. Not a static budget. A living forecast that tells the founders what the next hire costs, what the next deal does to runway, what happens if we miss by twenty percent. People should make decisions off your model.
- Manage the cash. We have money in the bank. You decide how it's deployed, where it sits, and how long it lasts. You're the person who knows the runway number to the day.
- Run the next raise. You'll partner with the co-founders on the next round — diligence, data room, investor questions.
- Be the adult in the room on big decisions. Real estate, equity, comp bands, vendor contracts.
- Work shoulder-to-shoulder with the co-founders. Fryderyk and Peter are commercially sharp but they want a real partner on the financial side. They want someone who pushes back, not someone who just builds what's asked.