Director of Financial Planning and Analysis

About Somos

Somos Internet is a technology company dedicated to transforming connectivity and democratizing access to advanced digital infrastructure across Latin America. The organization focuses on challenging the status quo and building a future where people, regardless of location or background, can access high-quality services. Currently, Somos Internet delivers fast, stable, and affordable connectivity solutions that enhance the telecommunications experience for individuals and businesses in Colombia. The company believes digital infrastructure should be a right for everyone and works every day to make that vision a reality. Team members join a mission-driven environment aimed at changing how communities connect and shaping a more inclusive digital future.

The Role

We're looking for an experienced FP&A Director to serve as a player-coach for a junior finance team. Reporting to the VP of Finance, you'll own the FP&A function day-to-day — setting priorities, editing and elevating outputs, and stepping in as a direct contributor when needed. This is not a purely managerial role.

You are AI-native. That means AI is your default — how you build models, run analysis, and produce reporting. You bring that approach to the team and raise their ceiling as a result.

You'll also be the connective tissue between the FP&A team and the rest of the organization. This requires a polished communicator who builds trust quickly — with department heads, senior leadership, and the team itself.

Key Requirements at a Glance

• Language: Full fluency in Spanish and English, written and spoken
• Location: Remote — based anywhere in the Americas
• Travel: 15–25%, primarily to Medellín and Bogotá, Colombia, with potential expansion into other LATAM markets as the company grows

What You'll Do

Budgeting & Planning

• Own the full annual budget process — from kickoff with department heads through to board approval
• Lead rolling forecast cycles (monthly and quarterly), ensuring every business unit is aligned and accountable
• Own and evolve the integrated financial model (P&L, balance sheet, cash flow, capex)
• Develop scenario and sensitivity analyses — pricing, opex, network expansion capex — to support planning decisions

Reporting & Performance Management

• Own end-to-end delivery of the monthly close package — actuals vs. budget vs. prior period with clear written commentary
• Prepare quarterly board reporting packages — accurate numbers with clear variance commentary; investor-facing narrative and messaging sit with the Manager, Strategic Finance
• Own the company's KPI framework — unit economics, subscriber metrics, network performance
• Coordinate with accounting and external auditors to ensure FP&A outputs align with statutory reporting

Business Partnering

• Serve as the primary finance partner to Operations, Sales, and Network teams — translating strategy into financial plans
• Lead capex analysis and investment cases for network expansion and infrastructure decisions
• Drive margin and cost analysis across the business; surface and prioritize improvement opportunities
• Support ad hoc financial analysis for department heads — pricing changes, hiring plans, vendor decisions

Analysis & Insight

• Translate budget and forecast variances into clear, actionable commentary for department heads and the VP of Finance
• Build recurring analytical views — unit economics, cohort and payback analysis, cost per subscriber — that support planning and forecasting
• Flag off-plan trends and financial risks early, with the data to back it up

AI-First Execution

• Use AI as your primary tool for building models, running analysis, and producing reporting — not as a supplement
• Set the AI-first standard for the team: establish the tools, workflows, and prompting practices the function runs on
• Leverage AI to compress turnaround times on deliverables without sacrificing quality or accuracy
• Stay current on AI tooling relevant to finance — identify and adopt what makes the team faster and sharper

Player-Coach Leadership

• Own the team's priorities — decide what gets done, in what order, and what gets deferred; protect bandwidth for the highest-value work
• Review, edit, and elevate outputs before they go out — polished, precise, and exec-ready, every time
• Step in as a direct contributor when the work requires it; this is not a purely managerial seat
• Develop the team's analytical thinking — move analysts from producing outputs to explaining what the numbers mean
• Mentor junior team members on financial reasoning, communication, and professional judgment
• Own