Job Purpose/Overview

The FP&A Director is the senior finance leader for the SEA cluster, accountable for end-to-end financial planning, forecasting, performance management, and decision support across all markets. The role partners directly with the GM, CFO, and cross-functional LT members to ensure strategy is translated into actionable financial plans and that all functions are held to disciplined P&L ownership.

This is a true business leadership position—not a consolidation or reporting role. The FP&A Director shapes decisions, challenges assumptions, and influences partners at every level using data-driven insights, scenario analysis, and clear financial narratives. They embed FP&A deeply into the business rhythm and ensure financial intelligence is the basis for decision-making, prioritization, and resource allocation.

Success is measured by influence, clarity of insight, and the impact of decisions driven.

Key Accountabilities

• Full P&L Ownership & Strategic Business Partnering

Lead full P&L management across SEA, providing sharp insight into drivers and future implications—not just results.

Influence strategic and operational decisions of the GM, CFO, Market GMs, and functional leaders by presenting compelling financial insights, risks, and opportunities.

Challenge business assumptions with rigor and ensure decisions are grounded in realistic, data-backed financial expectations.

Integrate FP&A into S&OP+ by shaping demand and supply conversations with financial impact analyses. Own the entire PL forecasting S&OP process end to end.

Own monthly and quarterly business reviews with clear storytelling that drives alignment and decisions.

Ensure periodic and yearly closing in line with plan with clear variance analysis.

• Forecasting Rhythm & In-Year Governance

Own and lead the IVCP and AEP cycles, converting strategy into financially disciplined targets and phased execution plans.

Establish governance that forces timely interventions, corrections, and decision-making to stay on track.

Partner with Marketing, Category, and NPD to ensure innovation decisions—launches, spend, portfolio choices—are grounded in financial returns.

Own overheads forecasting, actual periodic closing, driving productivity across the organization

Elevate forecast accuracy by holding cross-functional partners accountable for inputs and assumptions.

• Financial Analytics & Decision Support

Provide actionable insight across sales, trade, overheads, marketing investment, and cash flow to influence prioritization and resource allocation.

Lead scenario modelling and risk–opportunity framing to support faster, more confident decision-making.

Simplify reporting and ensure one version of the truth so partners can make decisions without noise or ambiguity.

Proactively influence partners to act on insights through structured follow-ups, clear recommendations, and alignment-building.

• Issue Identification, Resolution & Driving Closure

Identify performance gaps quickly and translate findings into clear business actions.

Influence cross-functional leaders to take ownership of root causes, agree on corrective paths, and commit to timelines.

Provide structured guidance that drives decisions, resolves issues, and prevents recurrence.

Ensure closure is achieved—not just identified—through disciplined follow-up.

• Stakeholder Engagement, Influence & Leadership

Build trust-based, influential partnerships with Sales, Marketing, Supply Chain, SDL, and Finance teams.

Shape LT discussions by ensuring decisions are anchored in financial insight, value creation, and long-term P&L health.

Lead and develop a high-performing FP&A team skilled in influencing without authority, financial storytelling, and decision support.

Role-model Mars values and leadership principles, promoting high-quality thinking, collaboration, and accountability.

Key Capabilities

Strategic Financial Leadership: Influencing & Decision Leadership. To ensure functional leads are taking right financial decisons

Business Partnering & Executive Communication

Forecasting & Planning Excellence

Analytical Rigor & Insight Generation

Process Simplification & Optimization

Team Leadership & Capability Building

Transition Priorities

Position FP&A as the default source of truth and the primary driver of business decisions.

Clarify role boundaries with Sales OD, Demand Planning, Category, and Marketing to ensure crisp ownership of financial and operational inputs.

Strengthen forecast accuracy and embed a culture of evidence-based decision-making.

Build a motivated, accountable FP&A team that excels in influence and insight.

Success Measures

Influence on key business decisions and value creation

Forecast accuracy and predictability

Impactful insights adopted by LT and cross-functional partners

Stakeholder confidence and satisfaction in FP&A partnership

Team capability, engagement, and succession readiness

Efficiency and clarity of planning and reporting processes

Summary

This role leads the financial agenda for the entire SEA cluster, ensuring FP&A drives business decisions—not just reports performance. The FP&A Director uses insight, influence, and disciplined thinking to strengthen execution, elevate decision quality, and drive profitable growth. Success is grounded in the ability to shape decisions, influence partners, and deliver measurable business impact.

Job Specifications/Qualifications

Bachelor's degree in Accounting, Finance or a related field. A CPA or MBA is preferred.

12 years of relevant experience.

Previous FP&A manager or Finance Co-pilot manager experiences are required.

Experience in global, regional or additional geographical role will be a plus.