Head of FP&A Credit Card

Forecast, analyze, and report on the net revenue of the credit card business — the number, the drivers behind it, and the position the business takes on it with Finance leadership and the Management Team

Set the direction for how this business is forecast: define the cadence, the modeling standards, and the analytical framework the team works to, and bring them in line with industry best practice

Be the authority on credit card financial drivers across Finance and the business — the person leadership turns to when the portfolio's economics are in question

Shape business decisions rather than report on them: bring the Finance perspective into growth, pricing, and portfolio decisions early enough to change them, and hold a position when the analysis calls for it

Own the partnership with loss forecasting , so that revenue and credit views reconcile into a single, defensible view of the product's economics

Build and lead the team: set the talent bar, develop the bench, and create a succession pipeline

Own how this business is explained upward — to Finance leadership, to the Management Team, and in support of budget cycles, executive reviews, and company earnings — setting the standard for clarity and holding the team to it

Decide where the team's capacity goes: prioritize between recurring cycles, improvement work, and demands from across the organization, and be accountable for the trade-offs.

Raise the team's leverage through AI and automation: set the ambition for how much of the recurring work can be automated, and reinvest the capacity released into deeper analysis and business partnering