About Azoma

Azoma is the agentic commerce optimisation platform for enterprise consumer brands. We help companies including Mars, Unilever, L’Oréal, Nestlé and Beiersdorf win visibility and revenue across AI shopping agents such as Amazon Rufus, Walmart Sparky, ChatGPT and Google Gemini.

We’ve just closed a major fundraising milestone and entering a critical growth phase. The business has moved quickly from founder-led execution into a high-growth enterprise AI SaaS opportunity, with a team of around 40 across the UK and Canada and growing US operations.

The role

The next phase needs a senior finance leader who can build the foundations for scale while preserving the pace, ambition and technical edge that have got us here.

You’ll report to the CEO, join the senior leadership team and partner closely with the founders, Board and investors. The mandate is value creation: reliable financial information, cash and runway, customer economics, commercial decision-making and scalable finance infrastructure. The immediate task is to build in-house ownership of finance from a partially outsourced reporting base.

You’ll need to operate as both builder and strategic partner, equally comfortable building the underlying processes and contributing to board-level decisions, and focused on making finance useful to the business rather than simply producing reports.

What you’ll do

In your first 12 months, establish financial information and operating discipline that the founders, leadership team and investors can trust, without slowing the business down:

• Build the in-house finance operating model. Take ownership of core finance from outsourced support with a clear transition plan, proportionate systems and processes, and a team that can grow with the business.
• Establish a disciplined monthly close and timely management accounts, Board and investor reporting, with clear ownership, review controls and commentary on risks and corrective actions.
• Put recurring revenue and gross margin on a consistent footing: accrual-based revenue recognition and deferred revenue policies, MRR and ARR formally reconciled to executed contracts (excluding VAT, onboarding, set-up and other non-recurring items), and a clear gross-margin policy that classifies hosting, cloud, software and other direct costs correctly.
• Protect balance-sheet integrity through monthly reconciliations of trade debtors, trade payables, payroll, deferred revenue and intercompany balances.
• Give the founders a clear view of cash and choices: an integrated three-statement model, annual budget, rolling forecasts and a rolling 13-week cash forecast in regular use, with clear visibility on runway, liquidity and funding needs.
• Turn customer economics into practical decisions: decision-useful reporting on ARR, MRR, ACV, CAC, LTV, churn, retention, gross margin and sales efficiency, and scenarios to test hiring, enterprise sales, pricing and international expansion.
• Reduce founder dependency without adding bureaucracy. Own the finance cadence, budget-holder accountability and adviser relationships, and put delegated authorities, cash controls, approval processes and FX oversight on a clear, proportionate footing.
• Prepare the function for cross-border growth: map and address UK and Canadian accounting and tax requirements including VAT, monitor US state sales-tax nexus with specialist advice, and organise year-end and audit readiness.

Over 12 to 24 months, move from foundations to strategic finance:

• Build a finance team and operating model that delivers reliable reporting without routine founder intervention.
• Embed budgeting and rolling forecasts in functional decision-making, with clear ownership of variances, corrective actions and resource allocation.
• Develop a management dashboard linking growth, cash, gross margin, customer economics and forecast performance to leadership decisions.
• Deepen the commercial partnership on pricing, enterprise contract terms, customer profitability and collections.
• Use the financial model and sensitivity analysis to sequence hiring, sales investment and international expansion against available capital and expected returns.
• Prepare investor-grade materials and data rooms for future fundraising, debt financing and due diligence.

By year three, the goal is a scalable in-house finance function that uses external specialists deliberately rather than as a substitute for ownership, accounts and recurring-revenue reporting that withstand Board, investor and audit scrutiny, and a finance partner the founders, Board and investors rely on for future financing or corporate transactions.

What you’ll bring

Essential:

• A recognised accounting qualification: ACA, ACCA, CIMA, CPA or equivalent.
• Significant post-qualification experience, including Finance Director or Head of Finance responsibility in high-growth software, SaaS, technology or a similarly complex business.
• Experience building or materially upgrading a finance function, including reporting, controls, forecasting and systems.
• A strong understanding of recurring-revenue models and SaaS metrics, including ARR, MRR, ACV, CAC, LTV, churn, retention and gross margin.
• Proven ability to build integrated financial models, manage cash and runway, and convert financial data into practical commercial recommendations.
• Experience operating internationally and coordinating advisers across jurisdictions, with the judgment to recognise when specialist advice is needed.
• Experience partnering directly with founders, CEOs, senior leadership teams, Boards and institutional investors.

Valuable:

• An investor-backed business following a Series A or similar growth round, and experience preparing for further fundraising, debt financing, a corporate transaction or an exit.
• Experience moving finance from outsourced or founder-led arrangements to an effective in-house model, including implementing cloud accounting, planning and reporting tools.
• Knowledge of UK, Canadian and US accounting or tax environments, including cross-border group structures, and exposure to enterprise software contracts, revenue recognition and multi-currency operations.

Who you are

• Hands-on and low ego, willing to build before delegating.
• Commercially minded, with a clear understanding that finance exists to support business outcomes.
• Structured but not bureaucratic: you introduce the discipline a scaling business needs without slowing commercial execution.
• Direct, thoughtful and credible with founders, colleagues and investors, and able to challenge constructively on assumptions, spending, pricing, runway and risk while preserving trust and momentum.
• Sound financial judgment, distinguishing dependable recurring revenue and customer economics from assumptions that need testing.
• A coach to budget holders and finance colleagues, building financial ownership beyond the finance team.
• Resilient and comfortable with ambiguity and changing priorities, with sound judgment on what matters now and what should be built for the future.
• High integrity, strong ownership and high standards on accuracy, controls and leadership behaviour.
• Energised by category creation, rapid growth and the opportunity to help build a market-defining company.