Finance Manager / Financial Controller

Job description

🌟 Position: Finance Manager / Financial Controller 📍 Location: Hybrid – London office and home working 💼 Type: Part-time 📅 Start Date: Immediate 💰 Salary: £50k to 85K DOE About Cooper Moss Rutland Cooper Moss Rutland (CMR) is an independent, award-winning Project Controls consultancy specialising in helping clients overcome complex challenges across major construction and infrastructure programmes. Our expertise spans planning and scheduling, cost, risk, change, reporting and data, and we work on some of the UK's most complex programmes across rail, nuclear, defence, energy, aviation and water. As the business continues to grow, we are looking for an experienced Finance Manager / Financial Controller to take ownership of the finance function and play a key role in supporting the continued development of the business. The Opportunity This is a key appointment and a chance to take genuine ownership of the finance function in a growing consultancy. We are looking for someone who can bring structure, control and insight to the business while staying comfortable in a hands-on environment. Depending on experience, the role could sit at Finance Manager or Financial Controller level. This is a part-time role, typically two to three days a week, with fixed days agreed in advance and including the month-end close. At Finance Manager level, you would own the day-to-day finance function, month-end close, management reporting, budgeting, forecasting and cash flow. At Financial Controller level, you would take broader responsibility for the control environment, processes and the external accountant relationship, with junior support handling the transactional workload. This is not simply a reporting role. We are looking for someone who can build and improve the finance function as CMR continues to scale . Key Responsibilities Financial Management & Reporting Own the month-end close process from end to end. Prepare accurate and timely monthly management accounts and reporting packs. Present the monthly numbers to the Partners with clear commentary, flagging what matters and what does not. Monitor business performance against budget, forecast and prior periods. Bring the month-end close timetable down and hold it there, so the Partners have management information early in the following month rather than at the end of it. Track actuals against budget and forecast each m…