Director, Segment CFO

About The Role

As Kinder’s 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 GM’s 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 Unit's 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 Unit's 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. 

Key Responsibilities

Strategic Business Partnership to the General Manager 

• Serve as the primary finance business partner and trusted advisor to the GM, with shared accountability for delivering the Business Unit's 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 don’t earn their return. 

Driving BU Performance & P&L Ownership 

• 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 BU's 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. 

Integrated Planning & Forecasting 

• Lead the Business Unit's 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. 

Revenue Growth & Sales Execution 

• 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.