Head of Finance II

Why this role exists

[justify]Fleet financing and operations sit at the intersection of complex bank covenants, daily cash management, operational execution, and board-level scrutiny of unit economics. We are looking for a senior finance leader who will take end-to-end ownership of the B-Fleet P&L and help build a finance function capable of supporting a highly capital-intensive business at scale and helping management and the Board to make decisions about capital profitability and risk.[/justify]

This is not a traditional finance role. Having a strong influence across the business, working with senior management, you will be expected to model the fleet under stress, anticipate and explain risks, challenge assumptions, and make the case to the board that fleet economics can generate attractive returns on capital.

What you'll actually do

1. Own the Fleet P&L and Unit Economics

Build and own the monthly fleet P&L and management reporting pack, including reporting on key metrics such as revenue/contribution per vehicle, utilization, cost per vehicle, collections, contribution margin, cash generation, and ROIC. Cut through the noise to the KPIs that actually move economics, and flag cash flow risks 60+ days out before they become problems.

2. Build the Model the Board Trusts

Build financial models that show how the Fleet performs under different scenarios and support expansion and capital allocation decisions. Stress-test for utilization drops, defaults, FX, borrowing costs, maintenance costs, residual values, and financing structure changes. You should be able to say, "This doesn't work if utilization falls 15%," and show why.
This will be the core financial model underpinning fleet expansion and capital allocation decisions.

3. Own the Bank and Lender Relationships

Manage covenants, drawdowns, repayments, reporting, and refinancing across all facilities, etc. Track compliance 90 days ahead of any issue; no surprises for the board or a call from the bank. You will become a trusted counterpart for our lenders and ensure there are no surprises for management or the board.

4. Build a Best-in-Class Collections and Credit Framework

Partner with ops to move from reactive collections to predictive credit management; cohort analysis, delinquency trends, concentration risk, recovery rates, expected losses. If a handful of accounts carry a disproportionate share of receivables, you should know before it's a problem. If three vehicles represent 30% of receivables, we should know that immediately, understand why, and have a plan to address it.
The objective is to move the organization from reactive collections to predictive credit management.

5. Own the Board-Level Financial Narrative

Monthly one-pager: what happened, why, what's next; economics, cash, risks, variance, actions needed. Quarterly board presentation covering P&L, unit economics, and capital deployment. Ready to engage on hard questions like "why finance vehicles ourselves vs. an NBFC" or "where should the next Rs. 500M go.
This is a role where clarity, commercial judgment, and intellectual honesty matter as much as accounting expertise.

6. Accounting, Tax and Compliance

Keep fleet and broader finance reporting compliant, tax positions defensible, and audit/regulatory documentation clean; table stakes, not the differentiator. This is table stakes.
The real value of the role is using finance to drive better capital allocation and build a more scalable, resilient fleet business.

Who we're looking for

• CA / ACCA / CPA. Non-negotiable given the seniority of the role and its exposure to the board, lenders, tax, and regulatory matters.
• 8+ years of experience across P&L management, corporate finance, FP&A, treasury, or related senior finance roles.
• Experience in fleet, leasing, logistics, asset financing, mobility, or financial services is highly valuable, but not essential if you have managed a complex, capital-intensive P&L with meaningful working-capital exposure.
• Exceptional financial modelling skills. You should be comfortable building models from scratch, stress-testing assumptions, and identifying weaknesses in your own analysis.
• Strong understanding of debt structures, covenants, working capital, cash management, and lender relationships.
• Ability to translate complex financial analysis into clear, commercially relevant recommendations for senior management and the board.
• High attention to detail and a genuine obsession with getting the numbers right.
• Commercial mindset. You understand that finance is not simply about reporting what happened. It is about helping the business decide what to do next.
• Pragmatic and execution-oriented. You will build the reporting infrastructure and processes we need, but you will not spend three months perfecting a dashboard when the business needs an answer tomorrow.

Location: Karachi, Pakistan