Financial director in Uman in Samuray Kommyunikeyshnz

Ukrainian brewery with a long history that combines classic brewing traditions with a modern approach to production and business development.

It is a multi-profile structure, a full cycle from cultivation to its own retail network, including its own brewery production, several sales channels, a complex operational and financial model. The company employs 700+ people.

Our own complex multi-level production is the heart of the business and the key source of cost and margin formation. This is where the product's economics and scaling potential come into play. For the CFO, this means not working "according to reports", but a deep dive into the economics of production: actual cost price; efficiency of resource use; volume planning; investment in development and modernization.

 Sales channels—the sales of the company are built in several channels at once, each of which has its own financial logic:

• Own branded retail network - direct contact with the end consumer, other margins and others risks.
• Branches are separate operating units with their own economy and cash flows.
• Distributors are a wholesale channel with the logic of deferrals, receivables and turnover.
• Export - it currently accounts for 4% of turnover, but in 2026 it is planned to expand to 10%

 WHY IS THIS RIGHT FOR YOU?

This is not the role of a person who will state the past. This is the position of the financial partner of the owner, who forms understandable financial analytics and can forecast in advance. One of the key tasks of the CFO is to show the real economics of each channelin a form that is understandable to the owner and give recommendations on how to improve profitability.

WHY THIS ROLE EXISTS:

The company is at a stage of development when further growth is impossible without a strong finance function. Today, the business is actively working and developing; there are scaling and investment plans; there is a need for transparency, predictability and manageability of finances. The purpose of the CFO role is to make finance a business management tool and not just an accounting function.

 WHAT ARE THE CHALLENGES AND CHALLENGES AWAITING:

1. Transparency and manageability of finances The CFO must provide a clear understanding of the real profitability of the business, the effectiveness of sales directions and channels, the financial result not after the fact, but with forecasting.

2. Management accounting as a system The task is to collect P&L, Cash Flow and Balance Sheet into a single logical model that reflects the real picture of the business. Now these reports are automated, but they are not presented to the owner in a systematic way, and in an incomprehensible format for him, as a dry statement of the facts of past periods. It is necessary to conduct an audit of the correctness of these reports, and to output reporting to the owner on a system process, with the provision of analytical notes and recommendations.

3. Cash Flow and Liquidity Cash Flow Management, Volincluding off-season to avoid cash gaps, plan payments and investments, stop putting out fires. We are looking for a specialist who understands the value of money, understands when to put it on deposit, and when to pay the supplier in advance in order to minimize currency risks. Who understands that large balances in warehouses are frozen assets that do not work and do not bring profit.

4. Cost and margin Calculation of actual cost by products, channels, periods. Identification of losses, reserves and growth points. Preparation of dashboards for heads of departments so that they can see the numbers online and can make operational management decisions based on numbers and not on intuition.

5. Financial support for growth and investments All investment decisions must pass through a financial filter: financial models; risk assessment; profitability and feasibility. Your partner in this task will be the commercial director, but the business must make scaling decisions based on analytics.

WHO WE REALLY NEED

We are looking for a strong, systemic CFO ready to take responsibility for the financial architecture of the business.

Important:

• 5+ years of experience CFO / Finance Director / Head of Finance;
• experience in food/FMCG production is a must;
• construction or transformation of management accounting;
• work with investment projects and financial models;
• ability to write clear analytical notes, experience in building dashboards for the team;
• business thinking, not purely accounting

? How to join

We do not collect random reviews. It is important for us to find a CFO who wants to build a system and influence the business, and not just hold a position. Therefore, we prepared a short form with 7 questions:

https://forms.gle/ieFkVta4Ab66tbbk8

We know that not everyone likes to fill out forms. But this step helps us immediately understand who really wants to be part of the team, and who is just "trying options". If you are one of those who take responsibility and work for results, find these 5 minutes. And if not, that is also the answer.

See you at the interview.