Corporate Budget Control Manager

ON.energy is building the backbone of energy and AI infrastructure powering grid-safe data centers and mission-critical facilities. The company supplies and operates hyperscale power systems that solve the toughest resilience challenges, delivering custom solutions for AI data centers, mission-critical facilities, and front-of-the-meter assets. ON recently announced a 5GW partnership, with 3GW currently under construction across multiple hyperscale data center campuses.

With patented technology and proprietary software, ON.energy develops projects worldwide that set new benchmarks for resilience. ON.energy is strengthening its FP&A organization to support the company's continued growth, improve financial discipline, and build a scalable planning and control environment. The Corporate Budget Control Manager will be a key owner of the governance framework that supports the execution of the company's approved corporate SG&A budget.

The role is designed to complement - not duplicate - the responsibilities of the FP&A Business Finance Managers. Business Finance remains responsible for business performance, forecasting, decision support, and P&L ownership. The Corporate Budget Control Manager is responsible for the integrity, visibility, and disciplined execution of the approved corporate budget across cost centers and shared functions.

Core Mission: Own the integrity of the corporate SG&A budget after it has been approved.

Key Responsibilities 1. Budget Governance & Integrity

Own and maintain the governance framework for the approved corporate SG&A budget.

Maintain clear budget baselines, approved revisions, transfers, and funding changes with appropriate documentation and traceability.

Ensure budget changes are reflected consistently across cost centers, departments, legal entities, and planning systems.

Support the annual budgeting process by maintaining governance standards, planning calendars, templates, submission requirements, and control checks; overall budget ownership remains with FP&A leadership and Business Finance.

Monitor compliance with approved financial policies, delegated authorities, and budget approval requirements.

2. Cost Center Governance

Maintain the corporate cost center structure, ownership matrix, and financial accountability model.

Ensure each cost center has a clearly identified budget owner and an appropriate reporting hierarchy.

Partner with Accounting and FP&A to maintain consistent mappings among legal entities, departments, cost centers, and financial reporting structures.

Coordinate and document approved cost center changes, including new cost centers, ownership changes, reorganizations, and employee reallocations.

Recommend structural improvements as the organization grows and reporting requirements evolve.

3. Budget Execution & Spend Control

Monitor actual and committed SG&A spend against the approved budget and authorized revisions.

Identify budget overruns, underutilization, timing differences, exceptions, and emerging spending risks.

Provide cost center owners with clear visibility into budget utilization, available budget, commitments, and approved changes.

Ensure material deviations are documented and escalated through the appropriate FP&A and management channels.

Identify opportunities to improve cost discipline, consolidate vendors, and support cost-efficiency initiatives.

4. Commitment Management

Develop and maintain visibility over material financial commitments that may not yet be reflected in the general ledger.

Track significant corporate commitments including professional services, software subscriptions, facilities, insurance, corporate vendors, and other recurring SG&A obligations.

Coordinate with Procurement, Legal, Accounts Payable, Accounting, and department owners to improve visibility over open purchase orders, contractual commitments, renewals, and expected spend.

Provide Business Finance and Corporate FP&A with timely information on commitments and approved changes so they can be incorporated into forecasts.

Identify future spending risks before they materially affect reported results or liquidity planning.

5. Headcount Budget Control

Partner with Human Resources and department leaders to monitor approved headcount against budget.

Maintain visibility over approved positions, vacancies, new requisitions, organizational changes, start dates, and personnel-related spending commitments.

Ensure employees and approved positions are allocated to the appropriate cost centers and that changes are documented.

Provide FP&A with timely headcount changes and commitments for incorporation into payroll and operating expense forecasts.

Identify deviations between approved workforce plans and actual hiring activity.

6. Corporate Capital Budget Governance

Monitor