Group Chief Financial Officer بدوام كامل في دبي
التخصص
المحاسبة والمالية
نوع الدوام
دوام كامل
الخبرة
أي مستوى
الموقع
دبي
وصف الوظيفة
Who We AreCatalyst Capital is a profitable, bootstrapped holding company building a diversified financial services group - education, publishing, software, wealth and tax planning tools, investment products and proprietary trading technology - funded entirely from its own operating cash. We have never taken outside capital.The cash engine is Decentralized Masters, a DeFi education business that went from zero to 150+ people, 4,500+ paying members and roughly $48.6M of FY26 revenue at :25% earnings before tax in four years. That engine funds everything else on this page.In build over the next 18 monthsA lifestyle community membership - consumer membership economics, distinct from educationA business mastermind on the Hampton model - high-net-worth peer community, recurring and relationship-ledA regulated investment fund. The capstone. AUM reporting, investor relations, NAV calculation, fund administration, audit and regulatory infrastructure. At most companies this alone is a full-time CFO mandateWhy This Role ExistsA single education business at this revenue and margin commands a private-market multiple in the mid single digits of earnings. A diversified group - education, publishing, software, wealth and tax planning tools, investment products and a regulated fund, each valued on its own sector methodology and connected by real shared-services and synergy architecture - is a fundamentally different asset.Closing that gap is the job. Concretely, you will:Build the sum-of-the-parts valuation framework across every business unit, with a defensible methodology and comparables set for eachStructure each entity so that it maximises its own multiple, and structure the group so the whole is worth more than the partsTake the group from founder-run reporting to institutional-grade financials that survive a quality-of-earnings review and a full due diligence processTake the group to market early - deliberately ahead of a formal process - and convert what buyers and advisers tell us into operational change while there is still time to act on itBuild the group equity story and the materials that put it in front of institutional buyers, and run the process alongside the CEO and advisersDesign the employee incentive architecture at group level, so the people who carry each unit are aligned before a transaction rather than after itStand up the regulated fund and the investor infrastructure behind itProtect and improve the economics of the cash engine while all of the above happens. If DM slows, none of the rest mattersHow This Role Is ResourcedYou are not being hired to close the books. A Finance Manager reports to you and owns day-to-day financial operations - the monthly close, the accounting system, payroll, reconciliations, deferred revenue schedules and the chart of accounts. Beneath them sit a Financial Controller and an Accounting & Payroll Specialist.What You Will Own2. Holdco Architecture, Systems & Synergy3. Capital Allocation Across Unlike Businesses4. The Cash Engine - Direct-Response Economics Enterprise Value & Capital Events (Primary)Own the sum-of-the-parts valuation model: the methodology, comparables and defensible assumptions for each business unit, and the roll-up into a coherent group valuationIdentify and drive the highest-value levers to increase group enterprise value - margin, retention, revenue quality, recurring mix, entity structure, and the synergy story between unitsTake the group to institutional readiness: three years of clean, comparable financials per entity, a quality-of-earnings-survivable position, a populated data room and a diligence-ready control environmentBuild the group equity story, the information memorandum and the management presentation, and be credible in the room with institutional buyers and their advisersRun the capital event process alongside the CEO and external advisers - buyer engagement, diligence management, negotiation support, and the post-transaction reporting obligations that followDesign the holding-company structure: which entities sit where, in which jurisdictions, and why - with counsel and tax advisersSelect and implement the group ERP and consolidation platform. Own the selection criteria, the sequence and the deliveryBuild shared services where they create real margin and demonstrable synergy value, and resist them where they destroy unit-level claritySet intercompany and transfer pricing policy across a group where one entity generates leads, another converts them, a third delivers the product and a fourth manages money - across the UAE, the US and potentially EuropeProduce unit-level P&Ls that roll up cleanly and let leadership see which businesses earn their capitalOwn the framework that decides where the next dollar of operating cash goes - paid media, headcount, software build, fund seed capital, acquisitions or reserve - with an explicit hurdle rate and time horizon for eachAllocate across assets with genuinely different return profiles, risk characteristics and payback periods, and defend the trade-offs to the CEO with a model behind themOwn group headcount and cost strategy. Be the person who can say no, with numbersRequired, not optional. The group is funded by performance marketing and will be for the foreseeable future.Own CAC, LTV, LTV:CAC, ROAS, CPQC, contribution margin and cash payback by funnel, offer, channel and cohortOwn the front-end versus back-end monetisation model, and the timing mismatch between media spend today and payment-plan collections over twelve monthsImprove pricing and offer-ladder economics across low, mid and high ticketModel cohort behaviour, renewals, churn, refunds, chargebacks and payment-plan default — and build them into the forecast rather than discovering them laterSet the media spend guardrails that keep the group liquid in a bad month without capping a good one5. Fund Structuring, Regulation & Investor InfrastructureLead jurisdiction and structure selection for the investment fund with counsel - DIFC, ADGM or otherwise - and own the trade-offsStand up the operating infrastructure: fund administration, NAV calculation, audit, fee and carry mechanics, subscription and redemption processesBuild investor reporting infrastructure capable of serving hundreds of investors on a reliable cadenceOwn regulatory compliance across the group: UAE regimes including VARA and ADGM where applicable, FTC and advertising-claims compliance in marketing, securities considerations across the investment products, and the regulatory perimeter around the wealth and tax planning tools6. Treasury, Cash & Group RiskOwn rolling 13-week and 12-month cash forecasts at entity and group level, and the liquidity view across the whole structureOptimise working capital - processor reserves and holdbacks, refund provisions, receivable ageing on payment plansOwn banking, merchant accounts and payment processors: redundancy, concentration risk, chargeback ratios and cost of processingSet treasury policy for digital asset exposure: custody, counterparty limits, stablecoin policy, valuation and controls7. Legal & Corporate AffairsYou are not expected to be a lawyer. You are expected to own the function so the CEO does not have to.Own the relationship with, and the budget for, external counsel, auditors, tax advisers and transaction advisers across jurisdictionsOwn the corporate calendar across every entity - filings, licences, renewals, tax deadlines. Nothing lapses, particularly not during diligenceOwn commercial terms on major partnerships, vendor, affiliate and talent agreements; legal drafting stays with counselRequirementsWhat You Must BringRequired10-20 years in finance, including 3+ years as CFO, Group CFO or VP Finance with full P&L and balance sheet accountabilityDirect, hands-on experience of a transaction. You have been on a sell-side or minority sale process and can describe what you personally built - the model, the CIM, the data room, the diligence responses - and what went wr
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