WGL-Senior Director, Financial Planning & Analysis

Job Description

Position Summary

The Senior Director, Financial Planning & Analysis (FP&A) is a key member of the Utility Finance Leadership Team and leads financial planning, forecasting, budgeting, long-range planning, performance reporting, regulatory insights, and decision support for the Utility business.

This role serves as both a strategic finance partner and a transformation leader, advancing the Finance function through improvements in people, process, technology, data, and analytics. The Senior Director will help modernize capabilities, strengthen business insights, and lead change across a complex, regulated utility environment, as well support unregulated assets that are complimentary to the organizations regulated business.

The successful candidate will combine strong financial and business acumen with the leadership presence needed to influence senior stakeholders, build a high-performing team, and translate strategy into measurable business outcomes. Experience with Rate Regulated businesses is preferred

Tasks and Responsibilities

Strategic Financial Leadership

• •Lead the development and delivery for all FP&A workstreams, including annual budgets, monthly and quarterly outlooks, long-range financial plans, and strategic forecasts for the Utility business.
• •Serve as a trusted advisor to Utility and Finance leadership by providing clear, actionable insights on financial performance, operational trends, capital investment, risks, and opportunities. Connects financial performance seamlessly with regulatory insights and understanding.
• •Partner with the Utilities business leaders and Corporate to align financial plans with business priorities.
• •Oversee executive and Board-level reporting, driving clear overall financial narratives, conclusions, recommendations, quality, and executive alignment. Reporting includes executive-level presentations and financial materials for senior management, the Audit Committee, the WGL Board of Directors, and the AltaGas Board of Directors.
• •Support business cases, investment decisions, scenario analysis, and enterprise initiatives that advance the Utility strategy.
• •Serve as the Utilities Finance partner to Corporate Finance, ensuring Utilities plans, forecasts and investment decisions support enterprise capital allocation, financing, credit metrics and broader financial objectives.
• •Strengthen financial and business acumen across Utilities leadership to improve decision-making and accountability.

Annual Budgeting and Long-Range Planning

• •Ensure the timely and accurate completion of the annual budget and long-range planning processes.
• •Establish planning assumptions, governance, critical deadlines, and accountabilities, and drive the organization to deliver high-quality plans on time.
• •Challenge plans and assumptions constructively to improve financial rigor, transparency, and alignment with strategic and operational objectives. Leverage scenario planning to improve the insights from the budget and long-range planning process.
• •Integrate operating, capital, regulatory, and workforce considerations into a comprehensive view of Utility performance.

Forecasting and Outlooks

• •Lead the monthly forecasting and outlook process, providing predictive insight into expected Utility business performance.
• •Build strong relationships with internal stakeholders to develop accurate, meaningful, and integrated forecasts.
• •Partner with operational, commercial, and regulatory teams to continuously improve forecast integrity in a changing business environment, anticipating new trends that are proactively built into the forecasts.
• •Effectively communicate expected performance, key drivers, risks, opportunities, and recommended actions to senior leadership.

Regulatory Strategy and Insights

• •Integrate regulatory outcomes into forecasts and LRP, including rate relief, regulatory lag, earned ROE, capital recovery and customer impacts.
• •Partner with Regulatory and Accounting teams to provide financial analysis and challenge for rate cases, particularly around test-year forecasts, O&M, capital, revenue requirements and earnings implications.
• •Support rate-case timing and strategy, supporting Regulatory modeling to evaluate alternatives and understand future earnings implications.

Financial Performance and Management Reporting

• •Develop and maintain effective processes to measure, report, and explain Utility financial and operating performance, including a focus on insights into the regulatory performance of the business.
• •Ensure timely and accurate monthly actual-to-budget and actual-to-outlook reporting, including meaningful variance and trend analysis.
• •Elevate reporting from historical results to forward-looking insights that support decisions and accountability.
• •Maintain the integrity, consistency, and quality of financial information used across the Utility organization.

Finance Transformation: People, Process and Technology

• •Define and lead a practical transformation roadmap that strengthens FP&A capabilities and helps move Utility Finance forward.
• •Partner with Corporate teams to improve the FP&A operating model, including roles, capabilities, decision rights, workflows, governance, and service delivery.
• •Streamline planning, forecasting, and reporting processes to reduce manual work, improve controls, shorten cycle times, and create capacity for higher-value analysis.
• •Advance the use of financial systems, automation, data visualization, self-service reporting, and analytics to improve speed, accuracy, and decision-making.
• •Partner with Digital and business teams to improve data quality, system integration, reporting architecture, and user adoption.
• •Establish measures of success and sustain improvements through disciplined governance, clear ownership, and continuous improvement.

People Leadership

• •Build, lead, coach, and retain a high-performing FP&A team with strong business partnership, analytical, technical, and leadership capabilities.
• •Establish clear priorities, performance expectations, and decision-making accountability across the team.
• •Develop talent through coaching, stretch assignments, succession planning, and targeted capability building.
• •Create an inclusive and engaging environment in which team members understand the business, challenge constructively, and deliver high-quality results.
• •Build stronger connectivity across Utility Finance and promote shared standards, knowledge, and best practices.
• •Act as a visible change leader who creates clarity, builds commitment, and helps teams adopt new processes, tools, roles, and ways of working.

Qualifications, Skills and Abilities

• •Bachelor's degree in Finance, Accounting, Economics, Business, or a related field.
• •CPA, CFA, MBA, or other relevant professional designation preferred.
• •At least 12 years of progressive finance experience, including significant FP&A leadership responsibility.
• •Utility industry experience preferred, with knowledge of regulated utility operations, capital planning, rate structures, and regulatory environments considered an asset.
• •Proven experience leading finance transformation, process improvement, technology enablement, and organizational change initiatives.
• •Demonstrated success building and developing teams and influencing leaders across functions and levels.
• •Advanced financial modeling, analytical, problem-solving, and business judgment skills.
• •Exceptional executive communication, presentation, and storytelling skills, with the ability to make complex information clear and actionable.
• •Ability to balance strategic thinking with disciplined execution in a fast-paced, complex, and evolving environment.

Leadership Competencies

• •Strategic and enterprise-minded, with the ability to connect financial performance to business strategy.
• •Transformational and future-focused, with a practical approach to people, process, and technology change.
• •Collaborative and influential,