Chief Financial Officer

Job Description: VP of Finance / CFO-in-Waiting\n Structurely + Cap Stone Holdings\n Remote | Full-Time\n \n We are looking for someone who wants to become a CFO and is ready to earn the seat by owning the business from the ground up. This is not a role for someone who wants to stay at 30,000 feet. We need someone who can own the books, build the model, understand pricing and margins, work directly with the CEO and family office, and help us make better operating and investment decisions across several businesses.\n \n Structurely is backed by Cap Stone Holdings, and today we are building across three primary verticals. Our core business is conversational AI and telecom infrastructure serving mortgage, real estate, financial services, and home improvement. We are also launching a new sports business alongside our sister company, Game Above, focused on improving fan engagement across SMS, RCS, Email, Voice, and digital experiences. In parallel, Field Ops is our door-to-door canvassing platform focused on coaching, field accountability, data capture, and preventing canvassing fraud.\n \n That mix is what makes this role interesting. You are not stepping into one static P&L. You will get exposure across AI, telecom, SaaS, sports, field technology, new ventures, private equity, and family-office capital allocation. You will work directly with the people operating the businesses and the people allocating capital into them.\n \n The first part of the job is straightforward: own the numbers. We need someone who can personally manage the financial operation and build the discipline underneath it. That includes monthly close, general ledger, AP, AR, cash management, revenue recognition, accruals, financial statements, balance sheet, budgeting, forecasting, payroll reconciliation, vendor spend, board reporting, and financial controls. As we grow, you will build a team around you, but initially we want someone who is comfortable getting into the details and understanding exactly what is happening financially across the portfolio.\n \n The second part of the job is where this becomes much more than accounting. We want finance embedded in the business. You should be asking whether we are pricing correctly, whether a customer is actually profitable, where margin is leaking, how our telecom and AI costs scale, which vendors need to be renegotiated, where we are over-investing, where we should be investing more, and what will make each business materially more valuable over time.\n \n Pricing will be a meaningful part of the role. Across our companies, we may use SaaS pricing, usage-based pricing, platform fees, implementation fees, telecom markups, outcome-based pricing, enterprise contracts, licensing, revenue share, and partnership economics. We want someone who can work with the CEO and operating teams to understand true cost, margin, willingness to pay, discounting, unit economics, and how each pricing decision affects both growth and enterprise value.\n \n You will also work closely with Cap Stone Holdings. That means thinking like both an operator and an investor. The operating question is, “How do we hit the number?” The ownership question is, “Should we be investing here at all?” We want someone who is comfortable answering both. You will help us think through capital allocation, portfolio performance, new ventures, scenario planning, budgets, M&A opportunities, risk, return on invested capital, and ultimately exit strategy.\n \n Our goal over the next 3–5 years is to create significantly more enterprise value across the businesses. We expect this person to play a major role in that. Cleaner books, stronger margins, better forecasting, smarter pricing, better operating metrics, disciplined spending, stronger recurring revenue, and better capital allocation all matter. So does being ready for due diligence, quality of earnings, data rooms, buyer conversations, M&A, and exit modeling when the time comes.\n \n In the first 30 days, you should understand the businesses, the books, the cash position, where revenue comes from, where money is going, and which numbers we can and cannot trust. By 60 days, we should have a much stronger financial operating system with clear visibility into revenue, MRR/ARR, cash, burn, gross margin, contribution margin, client profitability, vendor costs, forecast versus actual, and business-unit performance. By 90 days, finance should be actively influencing decisions around pricing, hiring, spend, vendor negotiations, capital allocation, and growth strategy.\n \n The person we are looking for is probably already a strong number two somewhere and thinks they are ready to be the number one. You may be a VP of Finance, Director of Finance, Head of Finance, Controller, or senior finance leader inside a PE-backed business. You have probably been close enough to the CFO seat to know what good looks like, and you want more ownership, more exposure, and more responsibility.\n \n We would love someone with 7–12+ years of finance and accounting experience, strong accounting fundamentals, experience owning a monthly close, financial modeling and forecasting experience, exposure to PE-backed companies or family offices, SaaS economics, pricing optimization, board reporting, budgeting, and ideally some M&A or exit-preparation experience. CPA or MBA is great, but neither matters as much as judgment, ownership, and the willingness to get into the weeds.\n \n This role is for someone who can sit with the CEO in the morning and debate pricing, capital allocation, and enterprise value, then spend the afternoon personally figuring out why a reconciliation is off. Neither job should feel beneath you.\n \n If you perform, the path is clear: own finance, help us improve the economics of the businesses, build the team underneath you, work closely with Cap Stone Holdings, and grow into the CFO who helps us drive the portfolio toward an exit.\n \n That is the opportunity.