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Executive Leadership Team | Full-Time, Salaried | Reports to the Co-CEOs
Company
Seeking.com and its international group of companies
Location
Remote, anywhere in the US
Reports to
Co-CEOs
Scope
The full finance function across the group: strategic finance, FP&A, accounting, consolidated reporting, intercompany, controls, payroll, tax, treasury, and outside finance partners
Compensation
$175,000 to $225,000 base
Travel
Required for executive and quarterly planning sessions
About the Role
Seeking.com is the world's largest premium dating platform, founded and led by an MIT alumnus. Together with our news publication Standards.com, we are a lean, profitable, fully remote company of about 80 people. We operate as an international group of companies and have ambitious growth plans.
Our greatest opportunity is to invest what we have built intelligently. We need a finance leader who makes every dollar work harder: where the next million should go, which initiatives earn their keep, and what each part of the business truly costs.
You will join the executive leadership team and report directly to the Co-CEOs. You own the entire finance function and keep it accurate, compliant, and efficient, while spending most of your executive attention on strategy, capital allocation, and performance.
You will work closely with the leaders of Product, Technology, AI, Marketing, Operations, and People to understand how the business actually works, where performance can improve, and where new opportunities for growth and value creation exist. You investigate on your own initiative, challenge assumptions, and bring recommendations forward before anyone asks.
This role is for a financial executive who looks at a profitable business and immediately sees everything it could become. If your instinct is to close the month, report the numbers, and wait for questions, this is the wrong role.
Questions You Will Help Us Answer
Are we investing enough in growth, or are we being too conservative?
Which initiatives generate meaningful returns, and which should we reconsider?
What does each operational activity actually cost, and how do we improve its economics?
Where should our next million dollars go to create the greatest value?
How should we allocate financial and human resources to reach our strategic objectives?
Do our budgets reflect real business opportunities or last year's spending?
How do we measure and reward the value our teams actually create?
What You Will Do
1. Lead capital allocation and strategic finance
Serve as the Co-CEOs' trusted financial adviser and a full member of the executive team in strategic planning, quarterly goal setting, and major decisions.
Evaluate competing investments and recommend where resources should go, using models that compare growth scenarios, reinvestment options, risks, and expected returns.
Assess whether current profitability reflects optimal performance or missed opportunities to reinvest. Cut spending that fails to earn its keep and make the case for investments with strong economic potential.
Partner with business leaders to evaluate opportunities for revenue growth, pricing, monetization, and business model innovation, using financial and customer insights to inform strategic decisions.
You hold recommendation authority, and the Co-CEOs hold final approval on major investments. Your authority expands as your judgment proves out. You are accountable for the rigor of every recommendation, its assumptions, and its measured outcome.
2. Make the economics of the business visible
Build activity-level cost models for every major function: the fully loaded cost of a moderated upload, a resolved support ticket, an acquired member, a shipped feature.
Establish unit economics across acquisition, retention, customer support, trust and safety, and AI operations, tied to operating measures of productivity, service levels, and quality.
Compare internal teams, outsourced providers, technology investments, and alternative operating models on cost and outcome.
Keep one consolidated executive finance dashboard across the group that leaders use to understand costs, performance, and opportunity.
3. Hold every investment to measurable ROI
Partner with project owners to build investment cases with clear costs, expected benefits, assumptions, and success metrics before money is committed.
Track performance against the case through execution, flag variances early, and recommend whether to expand, modify, or stop.
Measure realized returns in revenue, cost savings, productivity, and long-term value, and separate true incremental gains from results that would have happened anyway.
Set one company-wide method for measuring and validating business value, and reconcile the savings every department claims, including savings from AI automation.
4. Turn budgeting into a strategic tool
Lead annual planning aligned with company strategy and OKRs, using driver-based models that connect operating activity to financial outcomes.
Build initiative-based budgets that fund strategic priorities according to expected returns.
Run rolling forecasts and scenarios that adapt as conditions change.
Work with department leaders to test assumptions, weigh trade-offs, and improve forecast accuracy.
5. Partner on organization, incentives, and gain share
Work closely with our Head of People & Organizational Effectiveness on organizational structure, workforce planning, hiring investments, compensation, and productivity.
Own the economics of our gain share program: how value is measured, validated, and funded, so rewards track measurable, sustainable value creation.
Bring financial rigor to people decisions while respecting the operating ownership of other leaders. Challenge ideas constructively and build alignment around the best decision for the company.
6. Lead a lean, AI-enabled finance function
Own the performance and integrity of accounting, reporting, payroll, cash and liquidity, tax, regulatory compliance, controls, and risk.
Run finance across our international group of companies: intercompany agreements and settlements, transfer pricing documentation, and consolidated reporting. Partner with our outside tax and corporate structure advisors as the structure evolves, and keep it running smoothly once it is in place.
Manage internal finance staff and outside accounting, tax, and financial service partners, and hold every one of them to clear standards.
Build the function from the best mix of people, partners, automation, and AI. Delegate routine operations and keep your own time on strategy, performance, and growth.
Set quarterly OKRs for the function, with leading and lagging KPIs for every Key Result. Run the work in Confluence, Jira, and Monday.
What You Must Bring
Proven value creation. A track record of financial insight and investment decisions that produced measurable business value. You can name the recommendations you led or shaped, the reasoning behind them, and the results, with the numbers.
You have done this before. Direct experience driving profitable growth through financial decisions: scaling a profitable business, improving capital allocation, leading strategic reinvestment, raising operational efficiency, improving unit economics, or building finance processes that materially improved performance. The impact counts more than the title you held.
Strategic finance and FP&A depth. Eight or more years in strategic finance, FP&A, or corporate finance, including leadership of a finance team or function. Deep skill in modeling, forecasting, budgeting, investment analysis, unit economics, and capital allocation.
Operational understanding. You look past the financial statements to the activities, processes, and drivers that produce the results, and you turn accounting records and operating data into decisions leaders can act on.
Finance operations leadership. Experience overseeing accounting, reporting,