Top 3 Areas of Ownership

1. Run nuts & bolts of finance & accounting.
   1. handle all reporting, forecasts, compliance, planning, etc.
   2. cash management
   3. be the holder of the company’s data
2. Turn Rupa’s data —> insights —> actions.
   1. build an org that can guide decision making across the company.
   2. know this at all times. proactively bring up insights to Tara & team.
3. Be a partner for big strategic decisions
   1. asset allocation — what should we invest in? measuring & sharing ROI, defining KPIs for functions etc.
   2. strategic decisions — pricing, building out lab contracts, business model changes, etc.

The Head of Finance will report to Tara (CEO). They will be Tara’s right hand in operationalizing our company strategy & making decisions on how we spend our money. They will be the owner of our data & translate this tastefully to the entire company, with different levels of read outs and collaboration with different business partners. The Head of Finance will make sure everything runs smoothly and compliantly so Tara never has to worry about accounting, AP, compliance, etc. The majority of the partnership will be around FP&A and strategic decisions. They are the go to for questions such as “what should our take rate be” to “are we doing well as a business”. Tara will run the investor relations & fundraising while having key support from the Head of Finance.

• have multiple scenario plans built out and use these to create our strategy | | Financial Reporting | - Make sure we have consistent & accurate financial reporting within X business days of the month.
• All reporting is compliant
• Handle all investor reporting with good judgment (share only what we need to share)
• know our key metrics at all times (growth, burn, etc.) | | Cash Management | Make sure we pay our bills on time 100% of the time with only rare & small exceptions. | | Knowledge Transfer | - Communicate financials to key business stakeholders & broader team in a way that gives everyone the correct information they know to do their jobs well.
• Separate signal from noise.
• Team knows what drives our business | | FP&A | - Own our model & ensure that it accurately reflects the business at all times
• build & run budgeting & planning process
• lead retros & discussions on deviations from model
• build an effective compensation plan that motivates our team (variable comp, fixed comp, and promotion allowances)
• build CX staffing model | | Board Meetings | - build V1 story via data & financials on “how we are doing” and “what we should present” & bring this to Tara
• be Tara’s partner in building out board mtg structure / narrative / assets | | Data | - Identify & track key KPIs, bringing together key financial & business metrics
• build a scorecard for what “great, good, and bad” are for our KPIs & have strong reasoning behind these
• proactively flag important deviations from expectations to Tara & team
• build & maintain our key business dashboards | | Taxes, Regulatory, Admin | - own this fully with 100% compliance | | Asset Allocation | - build models for teams to understand what the ROI on their departments are
• partner with Tara to make strategic decisions for the business
• work with teams to help them make the right investments to hit our KPIs — be their strategic thought partner | | Build & Run A+ Team | - Hire & promote A players as necessary
• Build a lean team that can run department as cost effectively as possible | | Documentation | - Document all processes & decisions so anyone can walk in and understand how Rupa finance & data runs
• Build organized & clear processes, swim lanes, everyone knows who to ask for things | | Leadership / Ownership | - proactively build your goals & bring to Tara
• constantly be assessing the company & prioritize work (Tara will not tell you what to do)
• proactively bring your insights to Tara & present the right amount of information | | Internal Credibility | - team proactively comes to you for help — Tara does not “mediate” or “translate”
• team feels they have the data they need to make good business decisions |

Key Competencies:

• Intelligence
• Analysis Skills
• Judgement / Decision Making
• Strategic Skills
• Integrity
• Resourcefulness
• Excellence
• Adaptability
• Customer Focus
• Assertiveness
• Communications - Oral