Senior Analyst, Enterprise Performance
Automated Financial Systems (AFS)
Reports to Chief of Staff
AFS is growing and transforming rapidly. The commercial engine is scaling, the platform is modernizing, and the company is expanding into new markets at a pace that demands decision-making keep up. That means having a rigorous, enterprise-wide view of how all areas of the business are actually performing — and the analytical capability to turn that data into action.
The Senior Analyst, Enterprise Performance designs and owns AFS’s performance measurement framework — partnering with the ELT to define what should be measured across all areas of the business, building the systems that capture it, and delivering the intelligence that helps the CEO, and ELT make faster decisions, identify problems early, and allocate investment toward the highest-value opportunities.
The person in this seat partners with the ELT to determine what should be measured across commercial, delivery, product, engineering, and people functions, builds the framework to capture it, and connects it into a coherent picture of organizational health. They advise ELT members on what the data means, help leaders build accountability structures, and surface where the business needs to invest or intervene. The goal is straightforward: better decisions that serve customers better and increase enterprise value.
Position within the Organization
The Senior Analyst, Enterprise Performance reports directly to the Chief of Staff and operates as a senior individual contributor.
The scope of this role spans all areas of the business – and must be able to ascertain impactful areas of measurement in across a broad spectrum of business functions. Its authority is the intelligence layer — the measurement framework, the performance data, and the analytical insight that will power critical decisions across the enterprise.
The Senior Analyst, Enterprise Performance is accountable for AFS's enterprise performance measurement capability. This includes:
§ Designing and maintaining the company-wide KPI framework — defining what matters, how it is measured, and how it connects to business outcomes across all areas of the company
- Delivering executive and board-level performance reporting that surfaces insight, not just data
- Providing forward-looking analysis that identifies performance risks, gaps, and opportunities before they surface as problems
- Advising ELT members on performance trends in their functions and helping frame action plans in response
- Supporting revenue analytics: pipeline, funnel conversion, commission calculation, and quota tracking in partnership with Finance and the CRO
- Tracking organizational health across all areas of the business — eNPS, functional scorecards, engineering delivery velocity, and operational performance — and identifying where teams need support or investment
Finance-owned metrics — P&L, cash flow, and accounting — remain with the CFO. This role partners with Finance but does not own financial reporting.
Organizational & Functional Performance
- Design and maintain functional scorecards for each ELT member's domain — the metrics that define what strong performance looks like in their function and how it is tracked over time
- Own eNPS program design and analysis in partnership with People leadership, ensuring employee sentiment data informs leadership decisions
- Track engineering delivery velocity, product release cadence, and technology operational metrics as inputs to the enterprise performance picture
- Identify where functions are performing well, where they need investment or intervention, and present that analysis clearly and directly to the COS and relevant ELT members
Performance Measurement Framework
- Determine what should be measured across all areas of the business of AFS — commercial, delivery, product, engineering, operations, and people — based on what drives business outcomes, not what is easiest to track
- Define, document, and maintain metric standards: clear definitions, consistent methodology, and agreed governance so that every number the ELT sees means the same thing to everyone in the room
- Build and evolve the performance measurement framework as AFS scales, adding or retiring metrics as the business changes
- Establish the operating cadence for performance reviews — monthly business reviews, board reporting cycles, and functional check-ins — and ensure the data that feeds them is accurate and current
Executive & Board Performance Reporting
- Produce the executive performance reporting package used by the CEO, COS, and ELT in monthly business reviews and board meetings
- Design and maintain a single, integrated performance view across all areas of the business — a live operational picture tied directly to business outcomes and investment tradeoffs
- Ensure every report answers the question the ELT actually needs answered: not just what happened, but why it happened, what it signals, and what should be done about it
- Partner with the CFO on board-level financial and operational reporting to ensure alignment between business performance and financial narrative
Analytical Intelligence & ELT Advisory
- Analyze performance trends across functions to identify the drivers behind results — why implementation timelines are slipping, why a renewal rate is declining, where engineering velocity is constrained
- Develop forward-looking analysis that flags emerging risks and gaps before they become full problems, giving leadership the lead time to act
- Advise ELT members on what their performance data means and help them frame concrete, data-backed action plans in response
- Surface cross-functional patterns that individual functional leaders cannot see from within their own data — connecting the dots across commercial, delivery, product, and operational performance
Revenue & Commercial Analytics
- Own pipeline reporting, stage analysis, and funnel conversion metrics from first marketing engagement through close, in partnership with the CRO and commercial team
- Support commission calculation and quota tracking in partnership with Finance — ensuring accuracy and transparency in how commercial performance is measured and rewarded
- Provide the analytical layer for revenue forecasting: not owning the forecast, but ensuring the data behind it is clean, consistent, and correctly interpreted
- Build funnel visibility that connects marketing, sales, and customer success data into a single commercial performance picture
Tools, Systems & Data Integrity
- Stand up and maintain the reporting and analytics infrastructure required to run this function — building dashboards, writing reports in Salesforce and other systems, and deploying BI tooling to make intelligence accessible across the organization
- Leverage AI tools to scale the analytical capacity of what is an IC function — automating data pulls, accelerating synthesis, and expanding the volume of insight that can be produced without adding headcount
- Ensure data integrity across source systems by working with IT, Engineering, and functional owners to identify and resolve quality issues
- Partner with the Senior Analyst, Market & Customer Intelligence to ensure internal and external performance data are connected where relevant
Key Working Relationships
- Chief of Staff / SVP Strategic Programs — Primary reporting relationship. Day-to-day partner on measurement framework design, executive reporting, and board preparation.
- CEO — Direct analytical support for CEO decision-making; ensures the CEO has current, trusted enterprise performance intelligence ahead of every major decision.
- CFO — Partners on revenue analytics and financial-operational alignment. Finance owns P&L; this role owns commercial and operational performance metrics.
- CRO — Partners on pipeline reporting, commercial analytics, funnel visibility, and the analytical layer supporting revenue forecasting.
- COO — Partners on operational and delivery performance, customer success metrics, and implementation tracking.
- CPO & CIO — Partners on product performance, engineering velocity, and technology delivery metrics.
People Leadership — Partners on eNPS program design, organizational health metrics, and ensuring people performance data is integrated into the enterprise performance picture.
- AFS has a single, integrated performance view across all areas of the business — a live pane of glass tied directly to business outcomes that the ELT uses to make decisions and weigh investment tradeoffs
- Leadership has actionable intelligence across all areas of the business in real time — not summaries of what happened last quarter, but a current picture of where the business stands and what it signals
- Forward-looking analysis is a regular input to ELT decisions — gaps and risks are identified early, before they become problems, and leadership has the lead time to respond
- Performance reporting becomes a cultural centerpiece at AFS — a shared operating rhythm the ELT relies on, that functional leaders take ownership of, and that drives visible accountability across the organization
- ELT members walk into board meetings, investor conversations, and customer discussions with full confidence in the numbers and a clear narrative behind them
- Decisions at AFS are grounded in data — investment priorities, resource allocation, and strategic tradeoffs are made with clear performance evidence, not assumption
The right person for this role is an exceptional analyst — technically deep, intellectually rigorous, and capable of operating at the highest level of business performance intelligence. They have spent their career mastering the craft of turning complex, multi-source data into decisions that move organizations.
They are not satisfied with accurate reporting; they push until the insight is clear, the implication is understood, and the action is defined.
They bring elite-level analytical skills to a business context: they know which metrics actually drive behavior versus which ones fill slides, they build frameworks from first principles rather than borrowing templates, and they are as credible presenting a board-level performance narrative as they are debugging a data model. They have high standards for their own work and even higher standards for what gets in front of the CEO.
They are technically self-sufficient — standing up systems, writing reports, and deploying BI tooling without relying on others to do it for them — and they use AI aggressively to scale the output of what is an IC role.
- 10+ years of progressive experience in business intelligence, performance analytics, or a related analytical function in a SaaS or technology-enabled business (banking software or fintech strongly preferred) — with a track record that demonstrates genuine mastery, not just tenure
- Demonstrated ability to design enterprise KPI frameworks and performance measurement systems across multiple business areas
- Strong technical mastery in BI and reporting tools — Power BI required; SQL and data modeling experience expected
- Experience writing reports and building dashboards in CRM and operational systems — Salesforce experience required
- Proven ability to translate complex analytical findings into clear, executive-level narratives and action-oriented recommendations
- Proven track record of advising senior leaders and influencing decisions at the executive level — someone who has been trusted with consequential analysis, not just produced reports for others to interpret
- Hands-on familiarity with AI tools as a productivity multiplier for analytical work
- Comfort operating in a PE-backed environment with high expectations for accuracy, pace, and accountability
Equal Opportunity Employer
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