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Greater London, England, United Kingdom
Remote only
Team: Finance (G&A)
Reports to: Chief Financial Officer
Location: London, Amsterdam or Stockholm. Remote-first, with travel as and when needed
Nivoda is the B2B marketplace rebuilding how the jewellery industry works. We connect independent jewellery retailers with a global network of diamond and gemstone suppliers, so a jeweller in Denver or Devon can source from anywhere in the world without the cost, risk, and hassle of doing it the old way. We handle the logistics, the payments, and the quality checks, the messy middle that used to put global sourcing out of reach for small businesses.
Today we process over $300M in transactions a year in a $350B industry that still runs largely on personal relationships and paperwork. We are growing quickly, we are backed by leading investors, and we are only getting started.
We built Nivoda so every jeweller, whatever their size and wherever they are, has access to the same global supply, pricing and tools as the biggest players.
You will sit on the Extended Leadership Team, report to the CFO, and own how Nivoda plans, reports and is funded. You will present to the board, investors and our receivables lender yourself, work directly with the CFO on equity and debt financing, and build a finance function that runs on routine rather than heroics. This is for someone who wants to lead a team and shape the company’s financial story, not only model it.
Planning and forecasting. You own the annual budget, quarterly reforecast and long-range plan, plus scenario and funding cases for the C-suite and board. You are accountable for forecast accuracy against agreed tolerances, and for an honest post-mortem whether we miss or overachieve.
Board, investor and lender reporting. You own the monthly board pack and the numbers behind it, plus materials for existing and prospective investors and our receivables lender, including covenant reporting and onsite diligence. You present to these audiences yourself and you are their first call for analytical questions. The aim is that they trust the numbers without the CFO needing to vouch for them.
Corporate finance. You build the models and documentation for equity and debt financing, analyse term sheets, work with the People team on cap table and option pool, and support the CFO on transactions.
Commercial and unit economics. You own cohort economics, customer lifetime value, geographic and segment profitability, and the return on marketing and sales spend. With the CRO’s organisation, you build quota and commission models so targets, incentives and the forecast point at the same numbers.
Business partnering. You partner with Product and Engineering, Fulfilment, Fintech and the commercial teams on build versus buy, hiring cases, pricing and fee experiments, and capital allocation. The function says yes, no or not yet, with a model behind it.
Leading the function. You lead the team: hiring, onboarding, objectives, development and performance, including written objectives and regular structured feedback for each person. You set the review standard and deliverables calendar, agree data contracts with the Data team, and own the tooling (Snowflake, NetSuite, ThoughtSpot, Claude and the modelling stack). We measure the function on on-time delivery, errors caught internally rather than by the audience, forecast accuracy, and how many people can produce each recurring deliverable.
First 90 days. You have taken over the monthly pack and the reforecast without the investors noticing a handover. You have met your leadership-team peers and told the CFO what you would change and in what order.
90 to 180 days. The monthly pack, FP&A-approved numbers and lender reporting land on the agreed date, each with a named owner and a written process. No board, lender or investor number has needed restating. The first version of the business line P&Ls is delivered at day 180.
Twelve months. The function delivers month-end and board commitments without you or the CFO stepping in, including when you are away. A team member has delivered a new analytical capability end to end. FP&A and the Data team work from one set of metric definitions. Board members, lenders and the leadership team rely on the numbers without asking the CFO to vouch for them.
A finance team has no quota. The thing it sells is trust, and trust is earned with accuracy a bar above the rest of the company and delivery on the date promised.
Three things must not fail in this role.
Timeliness: deadlines are commitments, not targets.
Quality: every external-facing number reconciles to a primary source and has been reviewed by someone other than its author before it leaves the team.
Capacity: within reason, not a constraint. The function absorbs the demands of a 450-person company by organising, prioritising and delegating. If capacity is a hard limit, you make the case for a hire or an automation with numbers, rather than letting the work slip.
That is a high bar, and it is fair because the role comes with the means to meet it: people to delegate to, authority over how the team's week is spent, a budget line, and the standing to say no to the business with the CFO's backing.
What you bring
A background in investment banking, FP&A or venture capital, building models that senior stakeholders made decisions on.
You have led a team, directly or through managers, and you want the management part of this role.
You have presented to boards, investors or lenders as the person answering the question, not the person who built the slide.
A working understanding of marketplace dynamics: two-sided liquidity, take rates, usage-based revenue without a contract, and what FX does to all of it. Complex cohort modelling is native to you.
You are comfortable in Snowflake and a modern BI tool, you treat AI tooling as part of the stack, and you would rather fix the pipeline than reformat the output every month.
You are calm under pressure, low on ego and allergic to spin. You tell people the uncomfortable thing early.
Useful but not required: receivables financing or lender reporting, a multi-jurisdiction group, NetSuite, or a business that trades physical goods across borders.
It is not a bigger version of a senior analyst role, and it is not where every difficult model gets built personally. If you are at your best as the smartest modeler in the room and would rather stay that way, this will frustrate you.
It is also not a quiet seat. Month-end, board and lender deadlines are fixed, a 450-person company makes a lot of demands on finance, and you will regularly be the one saying no, with the CFO’s backing. If you want a purely advisory or slower-paced role, this isn’t it.
Nivoda is a place where smart, driven people do the best work of their careers. We move fast, give ownership early, and don’t have layers of bureaucracy slowing things down. If you see a problem, you can fix it.
Our current benefits include:
Flexible working hours and a vibrant, remote-first company culture
Unlimited holiday allowance
Participation in our equity programme
Genuine opportunities for growth: we promote from within and invest in your development
The chance to join during an expansion phase and shape how Nivoda operates at scale
Screening conversation with Talent Acquisition
Structured career-history interview with Hiring Manager
Focus interview: you present a case study to a panel from Finance and the leadership team
Final conversation with the C-suite
Nivoda is an equal opportunity employer. We celebrate diversity and are committed to creating an inclusive environment where everyone can do their best work. We welcome applications from people of all backgrounds, experiences and perspectives.
If you meet most of this description and not all of it, apply anyway and tell us where the gaps are.
Please submit your CV in English.
Not the right role? Join our Talent Pool
If this isn’t quite the right fit but you’re excited about what Nivoda is building, we’d still love to hear from you. Join our Talent Pool and we’ll reach out when the right opportunity comes along.
