VP, Finance

About Vori

Vori is developing modern technology products for the grocery sector, with software designed to help independent and regional grocers operate with greater efficiency and better use of data.

The company emphasizes a practical, high-ownership culture: small teams, meaningful problems, fast learning, and work that has a tangible impact for grocery operators. This finance leadership role is intended to reflect that mindset: direct, builder-focused, and centered on real business outcomes rather than corporate polish.

Role purpose

Vori is seeking a finance leader who can own both the outward-facing and internal sides of the finance function.

• Externally, the role covers fundraising, investor strategy, board communication, debt and capital structure decisions, and potential strategic transactions.
• Internally, the role covers FP&A, cash planning, accounting foundations, reporting rhythm, controls, and day-to-day financial operating discipline.

This is a hands-on leadership position, not a symbolic CFO seat. The right person will operate at the executive level while also helping build the finance function from the ground up.

Mission

The VP, Finance will help Vori make sharper strategic decisions, raise and deploy capital well, and build a finance function that gives the company dependable visibility into performance, runway, and tradeoffs.

The ideal candidate will be a reliable partner to the CEO and leadership team, a credible presence with investors and the board, and a builder who can convert operational complexity into clear financial direction.

Key ownership areas

Capital strategy and fundraising

• Apply a high level of financial rigor to the business.
• Create internal and investor-ready models, narratives, and presentation materials.
• Lead fundraising processes directly or alongside the CEO.
• Handle diligence requests, data rooms, and investor follow-ups.
• Shape capital strategy with the CEO.
• Guide decisions on valuation, dilution, timing, runway, and financing approach.
• Assess venture debt, credit facilities, and other financing alternatives where appropriate.

Board and investor leadership

• Own the financial package prepared for the board.
• Convert business performance into a clear financial story.
• Prepare investor updates and financial reporting materials.
• Build trust and credibility with current and prospective investors.
• Help leadership see financial tradeoffs before they escalate into board-level problems.

FP&A and operating finance

• Develop and own the company operating model.
• Lead budgeting, forecasting, scenario planning, and variance analysis.
• Establish planning cadence across the business.
• Partner with GTM, Product, Operations, and People teams on financial plans.
• Evaluate revenue, gross margin, burn, runway, customer economics, and sales efficiency.
• Translate strategy into a practical financial plan the company can execute.

Accounting, controls, and finance operations

• Build the accounting and controllership base.
• Manage outsourced accounting resources or hire internal accounting leadership when needed.
• Ensure the monthly close is accurate and financial statements are clean.
• Improve AP, AR, payroll, revenue recognition, and department coding.
• Set up the finance systems and reporting infrastructure required for scale.
• Put in place light but effective spending controls and approval workflows.

Strategic transactions and corporate development

• Support or lead analysis for M&A, strategic partnerships, and transaction evaluation.
• Build models for acquisition, partnership, and financing scenarios.
• Assess build, buy, or partner choices from a financial standpoint.

What success looks like

Within the first 90 days

• A disciplined and practical company financial model is in place.
• The capital structure, including hardware financing, is organized intelligently.
• Cash, runway, burn, revenue, gross margin, and hiring scenarios are easy to understand.
• Board reporting is clearer, more consistent, and more strategic.
• Accounting and close issues have been resolved.
• A clear finance org design and hiring roadmap has been defined.

Within the first 6 months

• The company has a repeatable planning and forecasting cadence.
• Leadership has regular visibility into budget versus actuals.
• Board and investor materials meet CFO-level standards.
• Capital strategy is explicit and tied to operating milestones.
• FP&A is backed by cleaner accounting data and stronger operating inputs.

Within the first 12 months

• Vori has a finance function that can scale.
• The company is better prepared for fundraising, debt, or strategic alternatives.
• Leadership can make faster and more confident capital allocation decisions.
• Finance operates as a strategic function, not just a reporting layer.

Candidate profile

The ideal person is a hands-on startup VP or CFO-level finance leader with experience in high-growth, venture-backed environments. They should have enough strategic finance depth to run capital markets work and enough operating finance discipline to build the function before the team becomes large.

You may be a strong match if you are the type of leader who:

• Knows venture capital markets deeply, understands valuation mechanics, and can build a forward-looking narrative toward later funding stages.
• Partners closely with GTM, product, and operations teams, with a focus on unit economics, margin improvement, payments economics, and activation performance.
• Has scaled finance from early-stage chaos into a more structured operating system and is comfortable building in ambiguity.
• Raises the bar across the organization, builds trust with the board and executive team, and communicates well across functions.
• Has directly led or substantially co-led a venture financing process.
• Has built board- and investor-facing financial storytelling.
• Has owned FP&A, operating models, budget cycles, and cash forecasting.
• Has experience with debt, structured financing, M&A, or strategic transaction analysis.
• Has built or expanded a finance function in a startup environment.
• Has managed accounting, controllership, or outsourced finance partners.
• Has worked closely with founders, CEOs, boards, and investors.
• Has experience in SaaS, vertical SaaS, commerce infrastructure, payments, logistics, grocery, retail technology, or another operationally complex software business.

What this role is not

This position is likely not a fit for someone who only wants to manage a large team at a later-stage company, a pure controller without strategic finance or capital markets depth, a fundraising advisor who does not want operating finance ownership, a banker who has never operated inside a company, a finance leader who waits for perfect systems before adding value, or someone who wants the VP title without hands-on build work.

Team this role will build

At the start, the finance function is expected to remain lean and may eventually include:

• FP&A or strategic finance lead
• Controller or accounting lead
• Finance operations or systems support as complexity increases
• Outsourced accounting support until full internalization becomes necessary

The role does not require a large team on day one, but the leader should know the sequence, rationale, and timing for future hires.