CFO needed at FNZ Group

Role Description

• This role provides financial, commercial and strategic support to FNZ (SA) Ltd with assistance to the FNZ Group as required.  The opportunity will suit an experienced and qualified Chartered Accountant who has worked within a complex and regulated growth environment.  With an appetite to succeed this person will be a successful individual who commands respect and delivers faultless execution.
• The SA CFO will lead FNZ (SA)’s Finance function in balancing its stewardship responsibilities (i.e. value protection) with provision to the business of useful business insights and commercial support (i.e. value enhancement).
• As this role is caught by the Senior Managers Regime, the role holder must adhere to the FCA’s Conduct Rules.

Specific Role Responsibilities

General:

• Partner with the CEO, the Group CFO and the Board to create a long term (3 – 5 year) business plan to create wealth for the shareholders.
• Ensure that FNZ (SA) has the appropriate skills and resources in place to comply with local financial regulatory requirements and that its financial risks are assessed and managed appropriately.
• Ensure the processes and controls are in place to ensure plans are executed including the creation and adherence to an annual budget.
• Act as a bridge between the UK Board and Finance (and other functions) to ensure finance strategy is communicated throughout the business.
• Liaise with auditors, bankers, investors and other external finance facing functions.
• Ensure regular Board reporting is available including:

Management accounts;

• Customer profitability analysis;
• Working & regulatory capital management / cash flow forecasting.
• This role is not in scope for activities which have a direct or indirect impact on CASS processing which takes place within FNZ for FNZ and/or FNZ’s clients.
• There is a requirement to remain up to date with CASS developments and changes as communicated with FNZ.
• Will need to sit on regulated and non – regulated SA entity committee board

Finance:

Assist the Group CFO in:

• Driving “best practice” financial management across the business.
• Management of the annual budgeting and rolling forecasting processes.
• Implementation of measures designed to keep costs appropriately under control through effective cost centre accountability.

Strategy:

Assist the Group CFO in:

• Positioning the business for ultimate exit,
• Corporate finance related matters including debt capital raising, investor/lender relations, etc,
• Developing the strategic plan(s)’ and
• Ensuring the full scope, cost and benefits of key transformational initiatives are considered and understood.

Commercial:

• Assist the Group CFO to ensure there are appropriate controls throughout the sales and expenditure processes

Regulatory Capital Management:

• Ensure the accurate reporting & monitoring of FNZ (SA) Ltd’s regulatory capital resources and pillar 1 capital requirement,
• Responsibility for the company’s stress test, reverse stress test and wind-down calculations.
• Assist the CRO as required in relation to production and maintenance of the Company’s ICAAP.
• Responsible for FNZ (SA)’s liquidity risk management (under BIPRU12)

Approved Person:

Director of good standing 

• Ensure that there is a strong governance structure in place and that FNZ has organised and controls its affairs responsibly and effectively.
• Ensure that appropriate challenge is made at Board and Committee levels.
• Ensure adequate overview of FNZ’s financial affairs.
• Ensure awareness and compliance with regulatory requirements.
• Maintain knowledge of and competence in the regulatory environment in which FNZ operates and in the financial services industry of which it forms part.
• Be aware of and continue to comply with the FCA’s Fit and Proper test.
• Comply with the FCA’s Statements of Principle and the Code of Practice for Approved Persons.
• Have sufficient oversight of the systems and controls in place within FNZ to ensure that it remains compliant with FCA’s rules and regulations.
• Ensure that risks have been appropriately identified within areas of responsibility and that top down risks have been identified and scored and are regularly reassessed.
• Ensure that the employees in areas of responsibility are competent to carry out their roles and there is adequate training in place to reach and maintain that competence.
• Ensure that conflicts of interest have been identified and where possible mitigated and ensure that there is a regular review of conflicts of interest.