Chief Financial Officer

Smalls has built something rare: a subscription-first pet food business with genuine customer love, durable unit economics, and a retail expansion underway. We've grown from a pure-play DTC brand into an omni-channel operation, and the financial complexity has grown with us: subscription cohorts alongside wholesale margin structures, a perishable supply chain, a growing retail footprint, and a financing facility that requires active stewardship.

The CFO who built this infrastructure is stepping back. What we need now is someone who has lived inside a consumer business at scale, has managed the tension between growth and profitability and, at least once, sat at the closing table for a significant transaction. In short, not a career dealmaker but rather a career operator who has done deals.

This person will be the senior financial executive of the company — end accountable for financial results across the business, the health of the balance sheet, the discipline of the operating plan, and the readiness of the business for its next chapter.

The CFO leads two functions: Finance, managed day-to-day by the SVP Strategic Finance and encompassing FP&A, operating model, cohort analytics, and board financial materials; and Accounting, managed day-to-day by the Director of Accounting and encompassing general ledger, close, GAAP financial statements, accounts payable/receivable, payroll, and external audit. Both functions report directly to the CFO.

What you'll own

Operating Finance & Business Performance

• Direct the annual operating plan process, including revenue and contribution margin targets by channel, headcount planning, operating expense budgets, and capital expenditure schedules; present the approved plan to the board of directors

• End responsibility for development and fidelity of the rolling forecast, incorporating actuals-to-plan variance analysis across P&L, balance sheet, and cash flow; translate variance findings into forward-looking operational recommendations

• End responsibility (in partnership with the CRO) for unit economics management and threshold-setting: CAC and payback period by acquisition channel, cohort LTV curves, contribution margin by SKU and channel, gross margin by co-manufacturer, and blended LTV:CAC ratio; establish and hold thresholds that govern ongoing acquisition investment decisions

• Design and direct omnichannel P&L architecture — particularly retail and wholesale margin reporting inclusive of trade spend, slotting, co-op, spoilage, and incremental fulfillment costs; evaluate new retail placements against defined return and payback thresholds

• Drive financial accountability with supply chain and operations on co-manufacturing cost structure, freight and fulfillment cost-per-order, inventory turn targets, and the financial implications of formulation or sourcing changes