Director Of Finance

Anduril Industries is a defense technology company with a mission to transform U.S. and allied military capabilities with advanced technology. By bringing the expertise, technology, and business model of the 21st century’s most innovative companies to the defense industry, Anduril is changing how military systems are designed, built and sold. Anduril’s family of systems is powered by Lattice OS, an AI-powered operating system that turns thousands of data streams into a realtime, 3D command and control center. As the world enters an era of strategic competition, Anduril is committed to bringing cutting-edge autonomy, AI, computer vision, sensor fusion, and networking technology to the military in months, not years.

ABOUT THE TEAM

Anduril's Platform Teams — including Rocket Motor Systems (RMS), HW Engineering (HW Eng), and Software Platform (SWP) — build and operate the technology and manufacturing capabilities that Divisions across Anduril rely on. These teams are drivers of efficiency and scaled capacity.

ABOUT THE JOB

We are looking for a Director of Finance to lead financial planning, reporting, and cost strategy for RMS, HW Eng, and SWP. You will own the P&L and investment planning for these platform organizations, and you will be the leader Divisions turn to when they want to understand the ROI of these shared capabilities. This role requires equal comfort operating as an internal finance business partner to platform leadership and as an honest broker to the Divisions that platform teams serve.

WHAT YOU’LL DO

• Own financial planning, forecasting, and monthly/quarterly reporting, including budget development and variance analysis against plan
• Design and maintain the cost allocation and chargeback methodology used to bill platform costs back to Divisions and BLs, ensuring the methodology is transparent, defensible, and auditable
• Build unit-economics and make-vs-buy analyses that quantify whether centralized capacity delivers a real cost or speed advantage over a Division/BL building or sourcing the capability independently
• Develop the capacity planning and prioritization framework platform leadership uses to sequence competing demand across Divisions and BLs, and translate resulting trade-offs into financial terms for company leadership
• Partner directly with Division finance leads and business leaders as internal customers, proactively communicating cost trends and variances before they surface as surprises in business reviews
• Build performance dashboards and KPIs (unit cost (APUC), utilization, throughput, cost trend vs. alternatives) that make platform performance transparent to non-platform stakeholders
• Develop ROI and payback analyses to support capacity investment decisions, including new equipment, facilities, and headcount
• Partner with platform engineering and operations leadership on strategic decisions, including build-vs-buy, insourcing/outsourcing, and capacity expansion