VP of Finance/Strategic Controller - Santa Barbara, CA (on-site)

Department: FinanceLocation: Santa BarbaraCompensation: $175,000 - $195,000 / yearDescriptionSilver Air Private Jets is at a critical inflection point. The business is operationally strong — 30+ aircraft across Part 135 charter, Part 91 aircraft management, and Flight Club — but the financial infrastructure has not kept pace. Fleet expansion to 40+ aircraft will amplify every existing gap. We are building the financial operating system the company actually needs, and we need the architect to build it.This is not a Controller role in the traditional sense. There is no system to inherit and maintain. The reporting is reactive and fragmented. Owner statements have had errors. There is no aircraft-level P&L, no consolidated view across entities, no spend governance framework, and no financial model driving growth decisions. The Controller function is effectively vacant - and that vacancy is where errors live.The VP Finance / Strategic Controller will own the entire financial operating layer: stabilize what is broken, systematize what is inconsistent, and build what does not yet exist. This person reports directly to the CFO and operates as a true partner to both the CFO and CEO - translating financial complexity into decisions, not just reports.By Day 90, the CFO should be able to say: "I know what every aircraft made last month. I know where our risks are. I trust the owner statements. And I have a financial partner who is ahead of problems — not responding to them."The financial foundation Silver Air builds in the next 12–18 months will determine whether the company scales cleanly or struggles under the weight of its own growth. This hire is that foundation.Location: Santa Barbara, CA (in-office presence expected every day) Compensation: $185,000 – $195,000+ totalReports to: James Maxwell, CFO / Co-FounderTools: Sage Intacct · Ramp · O365 · Monday.comKey ResponsibilitiesFinancial Strategy & ForecastingOwn and maintain 1-, 3-, and 5-year financial models with scenario-based planning — models that are live, used in weekly decision-making, and updated with actuals monthlyDrive fleet growth, utilization, and revenue mix assumptions; define financial thresholds for expansion decisionsPresent formal financial reviews to CFO and CEO — current state, forward outlook, and growth scenarios with key assumptionsProfitability & Unit EconomicsEstablish real-time aircraft-level and trip-level P&L visibility — every dollar in or out traceable to a tail numberAnalyze retail vs. wholesale performance across Part 135, Part 91, and Flight Club; translate operational data into financial insightModel each new aircraft addition with a financial business case: utilization breakeven, contribution margin, owner vs. charter mixOwner Statement IntegrityOwn the end-to-end owner statement workflow — zero errors, issued by Day 10 of each month-close, audit-ready at all timesImplement and enforce three-point review: Staff Accountant prepares, Accounting Manager reconciles, VP Finance signs off — no statement ships without final approvalDesign automated reconciliation checks: ops system revenue vs. statement revenue vs. booked revenue — any variance over $50 flags before issuanceFinancial GovernanceDefine and enforce spend authorization matrix — no hire, capital commitment, or vendor contract over threshold approved without financial sign-offIntroduce financial discipline across hiring, vendor spend (Ramp), and capital allocationEstablish financial governance readiness for outside capital when timing is rightFinancial InfrastructureBuild scalable, automated reporting and forecasting systems on Sage Intacct across all entitiesConsolidate Part 135, Part 91, and Flight Club into a single source of financial truth — eliminate fragmented, manually assembled reportingDrive ops/accounting integration — identify the highest-ROI automation opportunities, starting with owner statement data flow and trip cost allocationControls & Audit ArchitectureDesign and implement controls across owner statement accuracy, revenue completeness, AP authorization, vendor setup, payroll integrity, and month-end closeEnsure all financial records are organized by entity, year, and account — accessible within 24 hours of any requestMaintain audit readiness for FAA, IRS, EEOC, EDD, and ownership reviews at all times, not just year-endTeam Leadership & StructureRedesign finance team structure — assign clear functional ownership, eliminate single points of failure, and define dedicated roles across owner accounting, operations accounting, and payrollLead, develop, and hold the finance team accountable to precision-oriented executionDeliver a written 180-day plan to the CFO within the first 90 daysSkills, Knowledge and ExpertiseRequired — Binary, Not Preferred:Background in aviation, logistics, transportation, or another asset-heavy operating environment where financial errors have immediate business consequencesDemonstrated experience building a financial operating system from scratch — not inheriting one; can describe the reporting infrastructure they designed and what it replacedProven ownership of asset-level P&L visibility (aircraft, fleet, vessel, facility, or equivalent) — can walk through the model in detailMulti-entity accounting experience with intercompany consolidation; Sage Intacct proficiency strongly preferredAbility to build scenario-based financial models, not just read them — Excel proficient, understands the logic behind the outputExperience redesigning a finance team — has made hard decisions about role fit, functional ownership, and coverage riskComfort with spend management and procurement visibility tools such as Ramp or equivalentCapable of translating financial complexity into one-page clarity for a CEO or board — no jargon, clear recommendationsPreferred:Experience in FAA Part 135 or Part 91 operating environments, or equivalent regulated asset operationsFamiliarity with aviation operations systems such as Avianis or Leon Software and their integration with accounting platformsExperience supporting outside capital readiness — financial structure, documentation, and reporting for investor or lender reviewNot a Fit:Profiles focused primarily on accounting execution, audit, or compliance without strategic ownership or system-building experienceCandidates who describe success as "clean audits" or "timely closes" — these are inputs, not outcomesCareers spent entirely in public accounting or large corporate finance teams where individual contribution to financial outcomes is unclearAnyone who cannot articulate end-to-end how a financial system they built actually worksCandidates who have never owned the consequence of a financial error — only the corrected journal entryBenefitsSilver Air is an incredible place to work, and we invest significant time and energy in creating and maintaining a world-class company culture. The specific benefits/perks we offer are continually evolving, but currently include: Fully paid for Health Insurance coverage for you and your familyGenerous personal development and employee assistance programs5% matching 401k/RothCell phone allowanceTravel insurance Pet insuranceMental health supportWork-life balance initiativesWellness ProgramsCompetitive salaryPlease note, our organization is committed to offering competitive and fair compensation packages that are reflective of a candidate's experience, skills, and overall fit with our job qualifications. Specifically, candidates with two plus years of experience, who meet a high percentage of our job qualifications and exhibit excellence in their presentation and flexibility, may be considered for a salary close to the top of our range. This consideration will be adjusted slightly based on any gaps in meeting the full spectrum of qualifications.