Director of Finance
About Guardify
We are a leading digital evidence management platform company building technology that helps law enforcement, prosecutors, child advocacy organizations, and other frontline professionals securely capture, manage, understand, and share critical digital evidence.
Our platform is built for environments where security, integrity, and trust matter. As we expand our products and markets, we're building a company designed to scale both organically and through acquisition.
The Role
The Director of Finance will play a pivotal role in driving Guardify's growth and helping leadership make informed decisions about where and how we invest.
This is much more than a reporting or accounting role. You'll serve as a strategic partner to the CEO and leadership team, building the financial models that guide capital allocation, product and market investment, hiring, pricing, and M&A decisions.
You'll also play a central role in M&A diligence and integration, fundraising preparation, investor and Board reporting, forecasting, and long-term financial planning.
What You'll Own
Build and maintain the company's financial operating model across bookings, revenue, ARR, cash, headcount, capacity, margin, and investment decisions.
Own contribution P&L methodology and allocation of shared costs.
Lead annual budgeting, rolling forecasts, cash and runway modeling, hiring plans, and financial scenario planning.
Own financial models, reporting packages, and preparation for Board and investor conversations.
Partner with the CEO on capital allocation and investment decisions.
Establish pricing guardrails and help leaders understand unit economics, margins, CAC, and payback.
Lead financial diligence, transaction modeling, valuation support, and post-close financial integration for acquisitions.
Support equity raises, debt facilities, lender relationships, capitalization modeling, and financing strategy.
Build financial decision-making tools that help leadership evaluate hiring, product, acquisition, and investment opportunities.
What We're Looking For
A strategic finance leader who can operate as a business partner, not simply report financial results.
Strong financial modeling and analytical capabilities with the judgment to translate financial data into business decisions.
Experience building financial and allocation methodologies within a multi-product, multi-market, or multi-business-unit organization.
Strong understanding of SaaS economics and the complexities of businesses combining software, hardware, services, acquisitions, and shared technology infrastructure.
Ability to move comfortably between detailed financial models, leadership discussions, acquisition diligence, and Board-level presentations.
Experience with a capital raise and at least one acquisition or integration is strongly preferred.
Experience with debt financing, recurring-revenue businesses, software/hardware economics, or private-equity/venture-backed companies is particularly valuable.
Ability to challenge assumptions, defend financial methodologies, and communicate complex financial concepts to operating leaders.
A forward-looking mindset focused on using finance to help the company make better decisions about what happens next.
Skills
As published by recruitee · 6 questions · 5 written answers
Basics
Full name, Email, CV, Cover letter, Phone
Short answers (1)
- What are your desired compensation/salary expectations for this role?
Written answers (5)
- Location and in-office requirement: This role is based in Omaha, Nebraska and is not eligible for remote work. Are you currently located in the Omaha metro, or willing to relocate before your start date? If relocating, please state your expected timeline.
- Acquisition finance, end to end: Describe an acquisition where you led or substantially contributed to financial diligence. What did you find in diligence that changed the price, structure, or decision? How was performance tracked against the original thesis after close — and what did the first year actually show?
- Defending the number against an operating leader: Tell us about a time your analysis showed a business leader their economics were materially worse than they believed. What did they push back on, and how did the disagreement resolve?
- Allocation methodology you personally built: Describe a cost allocation methodology you designed and owned in a multi-product or multi-business-unit company. What costs did you allocate, what driver did you use, and what did you deliberately leave centralized — and why?
- Capital raise, specific role: For the most recent raise or debt facility you supported: what was the instrument and size, which materials did you personally build, and what was the hardest question you got from an investor or lender about your model?