Director, Segment CFO

Whats it like to work at Kinders Well theres a lot of snacking and geeking out over what we all cooked over the weekend. Beyond that theres also plenty of hard work. Because we dont just like flavor were obsessed with it.

With over 100 products sold nationwide were now a top-five brand in multiple flavor categories at Costco Walmart Whole Foods and more. Were not your typical CPG company. Privately held and founder-led we like to think of ourselves as a pirate ship in a sea of cruise ships. Our crew is adventurous and fearless. We chart our own course and chase big ideas to make food unforgettable.

As we expand globally and approach $1 billion in revenue we need more smart-and-scrappy flavor-obsessed people to come aboard. If youre looking for a place where you can see the real impact of your work... this is it!Every day youll be part of a journey to add flavor to millions of meals and lives.

As Kinders enters its next growth phase the organization is moving to a General Manager-led model with each General Manager (GM) fully accountable for the results of their Business Unit. The BU Finance Lead will be the GMs finance partner and a core member of the Business Unit leadership team effectively the CFO of the Business Unit. This role co-owns the Business Units results with the GM: shaping strategic choices setting financial targets driving the actions that deliver them and holding the team accountable for profitable growth margin and cash.

The BU Finance Lead operates within the GM-led organizational model leveraging horizontal Finance teams that provide enterprise-wide expertise and capabilities (Sales Finance Supply Chain Finance Accounting) and working directly with enterprise functions such as Operations and R&D. The role is accountable for pulling those capabilities together into one plan and one set of decisions for the Business Unit not for duplicating them.

The role also serves as the integrator of the Business Units financial and operating agenda. Beyond the P&L (revenue trade margin COGS operating expenses working capital and investment) the BU Finance Lead is expected to help steer the levers that drive results: operations and supply performance (cost capacity service productivity) sales execution (distribution velocity pricing and promotional effectiveness customer and channel performance) and the innovation agenda (pipeline prioritization launch economics post-launch performance). The goal is to give the GM one integrated view of how the business is performing why and what to do about it.

• Serve as the primary finance business partner and trusted advisor to the GM with shared accountability for delivering the Business Units financial commitments.

• Turn financial results into decisions: bring the GM and leadership team clear recommendations and a point of view on what to do not just what happened.

• Shape BU strategy as a core member of the Business Unit leadership team bringing a fact-based point of view on where to play and how to win.

• Translate the BU strategy into financial targets priorities and resource allocation and ensure resources follow the highest-return opportunities.

• Identify financial risks and opportunities early and drive the actions needed to close gaps or capture upside.

• Co-lead strategic choices with the GM involving growth pricing portfolio customers channels innovation capacity organizational investments and resource allocation.

• Frame the financial trade-offs between competing business priorities and make a clear recommendation.

• Challenge the business constructively including saying no or not yet to investments that dont earn their return.

• Co-own the BU P&L with the GM (revenue trade gross margin COGS operating expenses EBITDA and cash flow) and be accountable for delivering the plan.

• Lead the monthly BU business review as a decision forum focused on gaps to plan forecast and prior year their root causes and the actions and owners needed to close them.

• Identify the few drivers that matter most and build the BUs action agenda around them (e.g. pricing mix trade efficiency productivity overhead).

• Establish clear financial targets and accountability for each member of the BU leadership team and follow through on delivery.

• Surface issues early and drive gap-closing plans with clear ownership timing and quantified impact tracking them through to results.

• Lead value-creation initiatives directly (margin improvement cost productivity trade optimization SKU rationalization) from idea through measured P&L results.

• Hold the business to its commitments by tracking post-investment results for major decisions (launches capex trade programs) and feeding the lessons into future choices.

• Lead the Business Units annual operating plan forecasting and long-range planning processes ensuring plans are ambitious achievable and aligned with corporate objectives and capital constraints.

• Establish a driver-based planning and forecasting process that connects commercial operational and financial assumptions.

• Provide the GM with a consolidated view of risks opportunities and scenarios with response plans ready for each.
• Own forecast accuracy for the BU and use the forecast as an early-warning system that triggers action not just a projection.

• Partner with the Sales Finance organization to ensure the BU has a clear and integrated view of revenue performance and commercial economics by customer channel and item.

• Drive revenue growth management with Sales Finance and Sales/Marketing leadership: pricing Price Pack Architecture trade investment promotion mix customer profitability and channel economics.

• Connect sales execution to the P&L (distribution velocity promotional lift and customer joint business plans) and drive course-corrections when execution falls short of plan.

• Challenge the business case for major commercial investments make a clear go/no-go recommendation and hold the business accountable for delivering the return.

• Translate customer channel pricing and mix dynamics into implications for the BU P&L.

• Partner with the Supply Chain Finance organization and Operations across manufacturing sourcing logistics and inventory.

• Integrate supply chain financial performance into the overall BU P&L and business outlook.

• Drive the BUs cost and productivity agenda with Supply Chain Finance and Operations identifying prioritizing and tracking savings through to the P&L.

• Ensure supply chain decisions balance cost service working capital and growth and that capacity investments are sized to the BUs growth plans.

• Provide the GM with a clear view of operational cost drivers and financial trade-offs with recommended actions.

• Own BU working capital outcomes with Operations and Sales Finance including inventory levels aging and obsolescence and customer terms against clear targets.

• Build and challenge business cases for BU capital and organizational investments and prioritize them against the BUs returns and capacity needs.

• Partner with Innovation/R&D and Marketing to shape the BU pipeline advancing ideas based on margin scale and strategic fit.

• Build the financial case for launches (pricing margin structure volume capacity needs and incremental vs. cannibalized revenue) at the speed Kinders innovation model requires.

• Run post-launch reviews against the business case and recommend whether to scale fix or exit.

• Manage portfolio health including SKU productivity complexity cost and tail rationalization.

• Build financial acumen across the BU leadership team so every leader understands the P&L impact of their decisions.

• Lead and develop BU finance team members where applicable and model Kinders values of integrity humility and results.

• The BU delivers its financial commitments (revenue gross margin EBITDA and cash) with finance visibly part of the reason why.

• Gaps to plan are caught early and closed through actions finance shaped and drove.

• Forecasts are accurate and trusted by the GM CFO and corporate leadership.

• Initiatives finance led or co-led deliver measurable value (margin productivity trade efficiency working capital).

• The GM and BU leaders treat finance as a decision-maker at the table not a reporting function.

• 10 years of progressive finance experience including FP&A and commercial or business-unit finance in CPG food & beverage or a comparable consumer products company.

• Proven track record as the lead finance partner to a GM or P&L owner with clear evidence of decisions shaped and results delivered not only analysis produced.

• Deep fluency in CPG P&L economics: trade and promotional spend revenue growth management COGS and standard costing and working capital.

• Experience with major retail customers and channels ideally including club and mass (e.g. Walmart Sams Club Costco).

• Strong driver-based planning and modeling skills; experience with Anaplan syndicated data (Circana/IRI) and SAP a plus.

• Confident communicator who can influence senior leaders challenge constructively and make a recommendation under ambiguity.

• Thrives in a fast-paced founder-led high-growth environment; values decision quality and speed over perfection.

• Bachelors degree in Finance Accounting or Economics; MBA and/or CPA preferred.

• Willing to have a regular in-office presence in the Walnut Creek office.

The position will be based onsite in Walnut Creek CA. We strongly believe in the power of culture and community and have a hybrid work structure with 4 days in the office on a weekly basis to encourage collaboration and personal connections that will allow us to better serve our customers and consumer and to have more fun. Fridays are flex days with employees having the opportunity to choose to be either in the office or to work from home based on what makes most sense for them.

The expected starting salary range for this role is $215000- $240000 per year.The salary range posted for this role reflects the good-faith base pay range Kinders reasonably expects to offer at the time of posting and may vary based on the location of the role. Individual compensation within the posted range will be determined based on factors such as relevant education experience qualifications skills and business needs.

• No two days here are the same.
• We try to be good team members and good communicators but we dont live by hierarchy and structure everyone is a difference maker here.
• We make a lot of decisions in the face of incomplete information our team embraces ambiguity and tries to make good decisions fast rather than great decisions slow.
• We believe our job is to take smart risk not to eliminate risk.
• We believe in growing our skills and becoming a better company with more managerial expertise but we are an entrepreneurial company at heart.
• We arent trying to be average we want to do exceptional things and we are willing to work hard to achieve them.

We offer a range of total rewards that may include paid time off 401k bonus / incentive eligibility equity grants competitive health benefits and other family-friendly benefits including parental leave. Kinders benefits vary based on eligibility and can be reviewed in more detail during the interview process.

We believe great culture starts with people. Were a people-first company built on connection collaboration and balance. Most of our work happens in the office to spark creativity and community but we also offer flexibility so team members have the autonomy to work outside the office when needed to support their work-life balance and personal commitments.

Kinders is an equal opportunity employer. All qualified applicants will receive consideration for employment without regard to race color ancestry national origin gender citizenship marital status religion age disability gender identity results of genetic testing veteran status as well as any other legally-protected characteristic. If you have a disability under the Americans with Disabilities Act or similar law and you need any accommodation during the application process or to perform these job requirements please reach out to us at