VP, Finance

About Vori

Vori is building modern technology for the grocery industry. The company serves independent and regional grocers with tools that help them run more efficient, data-driven businesses.

The careers page positions Vori around a practical, high-ownership culture: small teams, meaningful customer problems, fast learning, and work that matters to real operators in grocery. This CFO req should mirror that tone: clear, direct, builder-oriented, and focused on impact rather than corporate polish.

Why this role exists

Vori needs a finance executive who can own both sides of the finance mandate:

• External finance leadership — fundraising, investor strategy, board narrative, debt, capital structure, and possible strategic transactions.
• Internal finance infrastructure — FP&A, cash planning, accounting foundation, reporting cadence, controls, and operating discipline.
  
  

This is not a ceremonial CFO role. It is a hands-on company-building role for someone who can operate at the executive level while still building the finance function from the ground up.

Mission

The VP, Finance will help Vori make better strategic decisions, raise and allocate capital effectively, and build a finance function that gives the company reliable visibility into performance, runway, and tradeoffs.

The right person will be a trusted partner to the CEO and leadership team, a credible voice with investors and the board, and a builder who can turn messy operating reality into clear financial strategy.

What you’ll own

Capital strategy and fundraising

• Bring an elite level of financial rigor to our business
• Build internal and investor-facing financial models, narratives, and materials
• Lead or co-lead fundraising processes
• Manage diligence, financial data rooms, and investor follow-up
• Own capital strategy in partnership with the CEO
• Advise on valuation, dilution, timing, runway, and financing strategy
• Evaluate venture debt, credit, or other financing options where relevant
  
  

Board and investor leadership

• Own the board financial package
• Translate company performance into a clear financial narrative
• Prepare investor updates and financial reporting
• Build credibility with current and prospective investors
• Help the leadership team understand financial tradeoffs before they become board-level issues
  
  

FP&A and operating finance

• Build and own the company operating model
• Own budgeting, forecasting, scenario planning, and variance analysis
• Build the planning cadence across departments
• Partner with GTM, Product, Operations, and People on financial plans
• Analyze revenue, gross margin, burn, runway, customer economics, and sales efficiency
• Turn strategy into a financial plan the company can execute against
  
  

Accounting, controls, and finance operations

• Build the accounting and controllership foundation
• Manage outsourced accounting or hire internal accounting leadership when needed
• Ensure accurate monthly close and clean financial statements
• Improve AP, AR, payroll, revenue recognition, and department coding
• Create the finance systems and reporting infrastructure needed to scale
• Build lightweight but effective spend controls and approval processes
  
  

Strategic transactions and corporate development

• Support or lead M&A analysis, strategic partnerships, or transaction evaluation
• Model acquisition, partnership, or financing scenarios
• Help evaluate build/buy/partner tradeoffs from a financial perspective
  
  

What success looks like

In The First 90 Days

• You’ve build a rigorous and workable company financial model
• You’ve implemented an intelligent architecture for our capital including hardware financing
• Cash, runway, burn, revenue, gross margin, and hiring scenarios are clear
• Board reporting is cleaner, more consistent, and more strategic
• Accounting and close gaps are fixed
• you have a a clear finance org design and hiring roadmap
  
  

In The First 6 Months

• The company has a repeatable forecasting and planning cadence
• Leadership has regular budget vs. actuals visibility
• Investor and board materials are CFO-grade
• Capital strategy is explicit and tied to operating milestones
• FP&A is supported by cleaner accounting data and operating inputs
  
  

In The First 12 Months

• Vori has a scalable finance function
• The company is better prepared for fundraising, debt, or strategic options
• Leadership can make faster, higher-confidence capital allocation decisions
• Finance is a strategic function, not just reporting support
  
  

Who you are

You are a hands-on startup VP or CFO-caliber finance leader who has operated in high-growth, venture-backed environments. You have enough strategic finance depth to lead capital markets work and enough operating finance discipline to build the function yourself before the team is large.

You are likely to be a strong fit if you are a:

• Capital Markets Athlete Strong mastery of the venture landscape and its powerplayers. Understands valuation mechanics. Reverse engineers toward Series C and beyond. Designs the forward narrative, metrics, and capital structure proactively.
• Operator First, Accountant Second Partners deeply with GTM, product, and ops. Drives pod productivity, contribution margin, payments economics, and activation velocity.
• Builder DNA (Series B to C Muscle) Has scaled from early chaos to structured growth. Builds the financial operating system. Thrives in ambiguity without late-stage dependency. A strong bias toward invention.
• Cultural Force Multiplier Raises standards across the org. Builds trust with board and exec team. Increases institutional gravity. Can as fluently speak to our sales leader as any engineer or product lead.
• Additionally, you’ve led or materially co-led a venture financing process
• Built board and investor-facing financial narratives
• Owned FP&A, operating models, budget cycles, and cash forecasting
• Worked with debt, structured financing, M&A, or strategic transaction analysis
• Built or scaled a finance function in a startup
• Managed accounting, controllership, or outsourced finance partners
• Partnered directly with founders, CEOs, boards, and investors
• Operated in SaaS, vertical SaaS, commerce infrastructure, payments, logistics, grocery, retail tech, or another operationally complex software business
  
  

What we are not looking for

This is probably not the right role for someone who is:

• A late-stage VP who only wants to manage a large team
• A pure controller without capital markets or strategic finance depth
• A fundraising advisor who does not want to own operating finance
• A banker who has not operated inside a company
• A finance leader who needs perfect systems before creating value
• Someone who wants the VP title but not the hands-on building work
  
  

Team the VP. Finance will build

The VP should initially build a lean finance function around:

• FP&A / Strategic Finance Lead
• Controller or Accounting Lead
• Finance operations / systems support as complexity grows
• Outsourced accounting support until the work requires full internalization
  
  

The CFO does not need a large team on day one, but they should know what team is needed, in what order, and why.