Director, Strategic Finance

HALO is seeking a proactive, results-oriented, and analytically rigorous Director, Strategic Finance to lead financial planning, forecasting, reporting, and performance management for Supply Chain and Marketing. Reporting to the VP of FP&A, this role will turn operating activity into decision-useful insight and help functional leaders understand the financial tradeoffs behind growth, service, cost, and investment decisions.

This is a high-visibility finance leadership role for someone who enjoys working close to the business. You will partner directly with leaders across freight, warehousing, sourcing, marketing, technology, and other enterprise functions. You will establish the right drivers, improve the quality of the forecast, challenge assumptions constructively, and create a consistent operating cadence that connects actions to financial outcomes.

The ideal candidate combines strong financial modeling with practical business judgment. You should be comfortable moving between detailed analysis and executive-level recommendations, working with imperfect data, and building trust with operating partners who do not report to Finance.

Key Responsibilities

Strategic decision support

• Evaluate investments, initiatives, and operating choices through business cases, scenario analysis, sensitivities, and return assessments.
• Support enterprise priorities-including technology spend and other high-priority investments—by connecting resource requirements to expected business outcomes.
• Translate complex operational questions into practical financial recommendations and clear decision points.
• Surface risks, dependencies, and tradeoffs early enough for leaders to act.
• Bring structure to ambiguous problems without over-engineering the answer.

Investment Governance for Tech-Enabled Initiatives

• Partner closely with Technology leadership and finance stakeholders to support disciplined investment planning for tech-enabled initiatives.
• Help ensure the broader technology roadmap is aligned with financial plans, expected business outcomes, and enterprise priorities.
• Provide visibility into how spend is expected to flow across operating expense, capital investment, and non-recurring costs.
• Support prioritization and financial evaluation of major investments by connecting roadmap decisions to business cases and expected returns.

Merchandising & Marketing finance Partnership 

• Own the planning, forecasting, reporting, and performance-management agenda for Merchandising & Marketing.
• Partner with Marketing leaders to evaluate spend, resource allocation, program effectiveness, and expected contribution to growth.
• Develop clear views of marketing investment, performance, and return using the measures most relevant to each channel or program.
• Support new product offering expansion initiatives with clear analysis and go-to-market strategy.

Supply Chain finance leadership

• Own the finance partnership and performance-management agenda across freight, warehousing, and sourcing.
• Build driver-based views of cost and profitability that help leaders understand the operational levers behind performance.
• Lead analysis of freight economics, warehouse cost and productivity, sourcing performance, vendor economics, purchase-cost trends, and other supply-chain drivers.
• Partner with Supply Chain leaders to identify savings opportunities and evaluate tradeoffs.
• Improve visibility into risks and opportunities, including volume, mix, rates, capacity, inventory, labor, vendor, and service-level assumptions.

Executive communication and team leadership 

• Prepare executive-ready narratives, analyses, and recommendations that make the implications of performance clear.
• Facilitate productive conversations across Finance, Supply Chain, Marketing, Technology, and other functions.
• Lead and develop 1 analyst, setting high standards for analytical quality, modeling discipline, and communication.
• Build a culture of accountability, curiosity, and dependable execution within the team.