Director of Financial Planning & Analysis (FP&A)

ABOUT TRINDENT

Trindent Consulting is a global management consulting firm that specializes in technical augmentation in the energy sector, specifically downstream oil & gas and large energy users. We are a profit improvement firm, first and foremost. Trindent Consulting specializes in process engineering & optimization.

Without capital investment we create actionable ways to sustainably increase refinery margins by 2–3%. We’ve helped over 100 clients achieve significant financial benefits that yield between 500–1500% return-on-investment within the 1st year – and we’ve done that without capital investments or software changes of any kind.

Established in 2008, Trindent Consulting has quickly garnered a reputation as a firm that Makes It Happen™. We are ranked as one of Canada’s Fastest-Growing Companies by Canadian Business and GROWTH 500 for 7 years in a row. In September 2026 our 290% 3-Year Revenue Growth was rewarded with being named in Globe & Mail’s 2026 Fastest growing companies in Canada. Trindent Consulting is the 5th fastest growing Professional & Technical Services company in Canada.

Refineries are extraordinarily complex businesses. Trindent specializes in several ultra-high value niches within refineries where tens of millions of dollars in performance improvement may be captured in the short-term.

Underpinned by data analytics, industry know-how, and technical experience; Trindent has implemented improvement engagements in over 40 refineries globally.

BUSINESS EXPANSION

Our practice is expanding. As part of this growth, we are building a strong pipeline of experienced refinery professionals to support client engagements. While opportunities will depend on client demand, we are actively engaging with qualified engineers who can contribute within one of Trindent’s four core downstream services. We are gearing up for 20–25% growth and we hope you will join us on this journey!

THE OPPORTUNITY

Trindent Consulting is seeking a Director of Financial Planning & Analysis to lead the evolution of Finance from a predominantly transactional accounting function into a commercially focused management finance organization.

This is a senior, hands-on leadership role responsible for building the planning, reporting, analytics and decision-support capabilities required to support Trindent’s continued growth. The Director will provide leadership with reliable financial information, actionable commercial insight and clear recommendations that strengthen operational control, improve project profitability, deliver measurable cost savings and enable better delegation of authority.

The successful candidate will establish an integrated view of Trindent’s financial and operational performance, connecting project revenue, consultant labour, utilization, expenses, margin realization, headcount, cash flow and investment decisions. They will work closely with the President, Finance Director, Executive and Leadership Teams, project leaders and functional budget owners to translate company strategy into financial targets, operating plans and accountable actions.

This role requires someone who can operate strategically while remaining close to the detail: building models, challenging assumptions, improving data quality, resolving reporting gaps and explaining financial performance clearly to senior leadership and the Board.

The Director of FP&A will be charged with establishing five foundational management finance capabilities.

1. Project-Based Financial Reporting

Design and implement a standardized Sold vs. Plan vs. Actual reporting framework for all major assessments and engagements.

Provide clear project-level visibility into:

Contracted and recognized revenue.

Planned and actual consultant labour.

Consultant utilization and resource deployment.

Travel and other project expenses.

Gross margin and margin realization.

Forecast-to-complete and expected final project outcome.

Material financial and operational variance drivers.

Establish consistent project definitions, financial assumptions, data sources, ownership and reporting timelines.

Introduce recurring project financial reviews that identify emerging margin risks, delivery issues, corrective actions and accountable owners.

Ensure project reporting supports stronger engagement governance, resource planning, commercial decision-making and margin management.

2. Executive Management Reporting

Implement a reliable monthly management reporting package for the President, Finance Director, Executive and Leadership Teams.

Provide concise analysis of:

Revenue and project profitability.

Gross margin and operating performance.

Cash flow and working capital.

Budget and forecast variances.

Consultant utilization, headcount and labour cost.

Travel and operational expenditure.

Cost-saving performance.

Key risks, opportunities and required decisions.

Move reporting beyond retrospective results by explaining what happened, why it happened, what is expected next and what action is recommended .

Clearly distinguish final, provisional, estimated and unavailable information, with named owners and deadlines for resolving material data issues.

Establish a recurring reporting calendar, review cadence and approval process that leadership can rely on.

3. Cost Savings and Expense Optimization

Launch a structured cost-optimization program covering travel, procurement, vendor management and operational spending.

Prioritize opportunities relating to:

Airline and hotel expenditure.

Foreign-exchange and payment fees.

Cancellation and change charges.

Vendor pricing and service levels.

Contract compliance.

Duplicate, avoidable or uncontrolled expenditure.

Quantify business cases, establish financial baselines and maintain a formal savings register.

Distinguish identified, approved, implemented and realized savings to ensure benefits are measurable and verifiable.

Turn cost analysis into practical recommendations on what to renegotiate, consolidate, defer, reduce or stop—without undermining client delivery or sustainable growth.

4. Governance and Financial Controls

Strengthen financial governance through clearer approval authorities, spending controls, vendor oversight, payment controls and project performance reviews.

Introduce vendor scorecards covering cost, service, responsiveness, contract compliance and performance.

Establish recurring financial and operating reviews with clear agendas, decision rights, actions, owners and completion dates.

Improve controls over budget commitments, purchase decisions, project expenditure and forecast changes.

Work closely with Accounting to define a disciplined month-end handover covering required inputs, reconciliation checks, delivery dates, data ownership and escalation routes.

Improve transparency and control while avoiding unnecessary bureaucracy or slowing operational decision-making.

5. Board and Leadership Readiness

Develop Board-ready financial reporting covering:

Overall financial performance.

Project and portfolio profitability.

Revenue, margin and cash-flow trends.

Operational and professional-services KPIs.

Material risks and opportunities.

Cost-optimization performance.

Progress against the Finance transformation roadmap.

Ensure Board and leadership materials are concise, accurate, reconciled and supported by clear analysis.

Maintain models, assumptions and supporting evidence in a due-diligence-ready state.

Provide the President, Finance Director and senior leadership with scenario analysis, recommendations and decision papers that enable confident and timely action.

QUALIFICATIONS

A recognized accounting or finance qualification such as CPA, CA, ACA, ACCA, CIMA, CFA or an equivalent professional designation.

KEY SKILLS & EXPERIENCE

10 years+ business and operational finance track record working for a fast growt