Strategic Finance Director

BISNOW OVERVIEW

Bisnow is the commercial real estate industry's leading, vertically integrated B2B media platform, covering North America, Canada, the UK and Ireland. We serve the CRE industry through award-winning news and publications, renowned events, wide-ranging marketing services, specialized recruitment solutions, and intelligent sales enablement tools.

With 1.7M+ subscribers and 400+ events annually across 47 markets in the U.S., Canada, the UK, Ireland, and the Netherlands, we don't just cover the industry, we help move it forward.

We inform. We connect. We create opportunities that turn into deals. Global mindset. Hyper-local execution.

The Director, Strategic Finance leads financial planning and strategy for Bisnow, serves as a direct partner to the CEO and directly reports into finance. You own the forecast, the analytical case behind where the company puts its next dollar and its next hire, and the substance of the financial story Bisnow tells its investors.

Bisnow reports into Axel Springer. You'll build the monthly financial review the company presents and draft the weekly investor updates in between — what happened, what's moving the business, what's at risk, and why it matters. The writing standard is external: polished, brief, and defensible, with minimal editing before a global investor reads it. Ahead of those conversations, you'll build alignment with the CEO so he walks in with a view he believes in and can defend under questioning.

You'll also manage our FP&A Manager, adding senior review and capacity to a function that one person has carried to date.

If you want a role where the models are already built and the process already works, this isn't it. If you want to build the finance function of a fast-moving media business inside a global platform, with the CEO's ear and real influence over what the company does next, this is the one.

KEY RESPONSIBILITIES

• Own the forecast and the process that produces it — the leading indicators, historical benchmarks, and sales-input rhythm that make an unpredictable business plannable. Get your inputs from sales leadership directly, not from a report.

• Make the analytical case for where the next dollar and the next hire go. Explain not just what the P&L did, but why a new event category matters, what a digital investment should return, and where the multi-year path leads. Validate the assumptions under the multi-year plan and build the bridge from this year to those numbers.

• Pressure-test optimism as rigorously as pessimism. Look at a target and say whether it's achievable in the time available. Surface the initiative that isn't scaling or the assumption that stopped being true before it becomes a surprise, and bring a view on what the company should stop doing — not only what it should add.