VP, Corporate Finance & Strategy

The Role

The VP, Corporate Finance & Strategy will lead Corporate FP&A, Treasury and Strategic Planning. Reporting to the CFO, this leader will own enterprise planning, the consolidated financial outlook, liquidity, capital structure, capital allocation and the narrative presented to the Board and investors.

This leader will partner closely with the VP of Commercial Finance, whose team oversees Venues FP&A, Toptracer FP&A, Business Intelligence and Financial Systems, to consolidate the commercial outlook into a complete enterprise view of the P&L, balance sheet, cash flow and long-range plan.

The mandate is to simplify how Topgolf plans, build a scalable Treasury function, identify opportunities and risks early, and help leadership balance current business needs with investments required for long-term growth.

Corporate FP&A and Enterprise Planning

• Own the three-statement financial model, annual operating plan, forecasts and long-range plan.
• Lead an efficient, driver-based budget and forecast process with clear assumptions, inputs, owners and deadlines.
• Integrate commercial performance, corporate costs, capital requirements and cash flow into one enterprise outlook.
• Provide leadership with clear visibility into performance, opportunities, risks and the actions required to improve outcomes.
• Lead cross-functional efforts to improve Adjusted EBITDA, cash flow and returns.
• Lead overhead and headcount planning and drive appropriate discipline around SG&A.

Treasury, Liquidity and Capital Structure

• Build a scalable Treasury function with clear ownership, processes, controls and priorities.
• Own cash forecasting, liquidity planning, revolver activity, debt and capital structure management, and covenant compliance.
• Manage relationships with lenders, banks and other financial partners.
• Improve working capital, cash management, banking and payment processes.
• Lead refinancing and other financing activities.
• Capital Allocation and Strategic Finance
• Establish a clear framework for allocating capital and resources across growth, maintenance and capability investments.
• Evaluate investments using financial returns, cash requirements, strategic fit, and a range of upside and downside scenarios.
• Lead business cases for growth, transformation, cost optimization and potential transactions.
• Track performance against approved investment cases and apply those learnings to future decisions.
• Make trade-offs explicit across near-term performance, organizational needs and long-term growth.
• Strategic Planning and Board Engagement
• Connect the company’s strategy to its financial plans, priorities and operating actions.
• Lead the monthly and quarterly cadence with PE sponsors and lenders.
• Own the complete narrative and development of materials for Board and investor discussions, integrating performance, outlook, liquidity, strategic priorities and key decisions.
• Translate business performance and external trends into clear strategic implications and choices.
• Lead high-priority, cross-functional initiatives that require enterprise-wide coordination.
• Team and Finance Operating Model
• Raise the bar on analytical rigor, decision support, and business partnership.
• Leverage AI to increase productivity and improve the quality of insights.
• Drive structure and discipline without over-engineering.
• Develop talent and foster a culture of sound judgment, ownership and follow-through.
• Build on the strong partnership between Finance and Accounting to keep forecasting, close and reporting aligned and efficient.

What Good Looks Like

• Budgeting and forecasting are efficient, well owned and focused on decisions, giving leadership more time to evaluate outcomes, trade-offs and actions.
• The company has one integrated outlook connecting commercial performance, corporate costs, cash flow and liquidity.
• Performance drivers, opportunities and risks are understood early, with clear ownership of the actions required to improve results.
• Treasury operates as a clear, scalable function with reliable liquidity visibility, disciplined debt management and strong lender relationships.
• Capital and resources are allocated in line with enterprise priorities, return thresholds and capacity to invest.
• Board and investor materials communicate a clear, cohesive narrative about performance, outlook, strategic priorities and key decisions.

Who You Are

• Deep experience in Corporate FP&A and Treasury, including debt and capital structure management.
• Experience building or modernizing Treasury capabilities, processes and controls.
• Strong command of three-statement modeling, forecasting, cash flow and long-range planning.
• Experience in a private equity-backed or similarly high-accountability environment.

Benefits

• Free Play & 1/2 price food!
• Health, dental, vision, 401(k) team member match, free mental well-being platform – and that’s just for starters for those who qualify.
• View team member benefits here.

ADA

The above statements cover what are generally believed to be principal and essential functions of the job. Specific circumstances may allow or require some incumbents assigned to the job to perform a different combination of duties.