Commercial Finance Manager

The engine room.

The one who builds the system that tells leadership where the money is, where it's going, and what to do about it. Not the one who produces reports that sit in inboxes. The one who builds forecasts that change decisions, models that reveal what nobody else can see, and a weekly rhythm that turns numbers into action.

Right now, Healf makes some of its most important decisions without the financial intelligence to make them well. You would fix that.

Healf is Europe's fastest-growing company. Number one on the FT1000, number one on the Sifted 100.

From £1m to over £100m in under three years, with a small, talent-dense team and an electric culture with day one founder intensity.

Now we're aiming for £1bn in the next three.

We curate the world's best wellbeing brands across The Four Pillars™: EAT, MOVE, MIND, SLEEP. That's the first chapter.

The next chapter is harder and more interesting.

We are moving from one market to many, from e-commerce to a technology platform, and from curating wellbeing to defining it. We are a health company, so we think we should act like one.

At its fullest expression, Healf redefines what wellbeing means for tens of millions of people.

Why this role is Healf

Healf is about to do five things at once: expand into multiple international markets, raise fresh capital, transition from e-commerce to a technology platform, build new product lines, and scale from roughly 200 people towards a much larger organisation.

Every one of those requires financial clarity that doesn't exist yet. Where is margin really being made and where are we kidding ourselves? What happens to unit economics when we enter Germany with different pricing and different competitive dynamics? If we invest another million pounds in marketing next quarter, what does the model say comes back? Which product categories compound and which ones just add revenue without adding value?

Right now, these questions get answered through instinct and effort. That works at one market and one speed. It breaks at five markets and the pace Healf wants to move.

The commercial finance function doesn't exist yet. You would build it. Not as a reporting team that produces numbers after the fact. As the decision infrastructure that tells leadership what's coming, surfaces the trade-offs, and makes the operating rhythm of the company fast enough to match its ambition.

What you'll own

→ The forecasting engine. Driver-based models built from bottom-up customer and trading data that capture the commercial physics of a multi-market wellness business. Product mix across EAT, MOVE, MIND, SLEEP, each with different margins and purchase frequencies. International markets with different pricing and consumer behaviour. Your models don't just forecast revenue. They reveal where the business actually makes money and where it doesn't.

→ The operating rhythm. Weekly trading packs that leadership actually uses to make decisions, not to review what already happened. Monthly close in days, not weeks. Rolling reforecasts that are structured, efficient, and focused on prioritisation. You build the heartbeat of the company: the cadence that turns data into decisions into actions, consistently, across every market.

→ Scenario modelling that drives action. When leadership asks "what happens if we accelerate Germany by three months" or "what's the margin impact of shifting our product mix," you have the model that answers in hours, not weeks. Your scenarios meaningfully inform trade-offs and strategic choices. They are decision tools, not theoretical exercises.

→ Insight quality and consistency. One source of truth. Clean, trusted numbers that the CEO, the CFO, and the board all rely on. You own the standard for how financial information is produced, presented, and used across the business.

→ The partnership with the Head of Commercial Finance. You build and operate the mechanics so that your manager's bandwidth goes to judgement and challenge, not production. You are the person who makes the entire function faster and sharper.

What you'll deliver in the first 12 months

→ Forecasts are credible, timely, and consistently used to guide decisions

→ Budgeting and reforecasting processes are structured, efficient, and focused on prioritisation → Weekly trading packs are trusted, decision-led, and form the basis of action across the business → Scenario analysis meaningfully informs trade-offs and strategic choices

→ The Head of Commercial Finance spends time on judgement, not mechanics

→ Commercial finance operates with pace and discipline as the business scales internationally

Why you're Healf

You think in decisions, not spreadsheets. Every model you build, every forecast you produce, every trading pack you deliver is only valuable if it changes what someone does. You are impatient with analysis that informs but doesn't drive action. You want to see the number move the decision.

You have built the financial mechanics of a scaling business. Not inherited a function someone else designed. Built it. You know what a forecasting engine looks like when it's working and you know how much work it takes to get there. Ideally you have done this at a fast-growing consumer or e-commerce business where the complexity was real: multi-product, multi-channel, and a P&L built from bottom-up customer data, not top-down assumptions.

You are a qualified accountant. CIMA, ACCA, ACA, or equivalent. You can close books properly and you understand how financial statements connect from the customer transaction all the way through to the P&L. But you are not hiding behind technical work. You use the technical foundation to drive the business forward.

You started in a place that taught you rigour. Big 4, investment banking, or an environment where the modelling standard was exceptionally high. You built deep financial modelling skills and a strong understanding of how the numbers connect. Then you moved into industry because you wanted to be closer to the decisions.

You are fast. Not sloppy. Fast. You can build a scenario model under pressure and have it ready for a leadership discussion the same day. You thrive in environments where the pace is uncomfortable for most finance professionals.

You are commercially curious. You don't just model the numbers. You want to understand why the numbers look the way they do. You ask questions about product mix, customer behaviour, channel economics, and competitive dynamics because understanding the commercial physics is what makes your models useful rather than decorative.

You are systems-minded. You build models and processes that scale. You think about automation, about repeatability, about how to make something work for five markets that currently works for one. You are interested in how AI and modern tooling can make commercial finance faster and sharper.

Show us

→ A forecasting or modelling system you built from scratch in a scaling business. What did it replace, how was it structured, and how did leadership use it?

→ A moment where your analysis directly changed a significant business decision. Not informed it. Changed it.

→ Evidence you have operated at pace. A model or analysis you produced under serious time pressure that was both fast and trusted.

→ Experience working across multiple products, channels, or markets. How did you handle the complexity in your modelling approach?

→ Something that tells us you care about decisions, not just numbers. How do you make sure your work actually drives action rather than sitting in a slide deck?

—

The deal

Competitive base plus meaningful equity for the right person.

We ask a great deal of the people who work here. We expect full ownership and a genuine commitment to give this chapter everything you have.

In return, we will give you the same: everything we have, invested in your growth, your wellbeing, and the defining skills of the next decade.

We have built the fastest-growing company in Europe with a team small enough that every person in it shapes the outcome. That is still true today.

The next person we hire will change the trajectory of the company.

If the most important work of your career is ahead of you, this is the place to do it.

One question

Include your answer in your CV or cover letter attachment when you apply.

Healf is expanding from the UK into Germany. You have twelve months of UK transaction data across four product categories (EAT, MOVE, MIND, SLEEP), each with different margins and purchase frequencies. You need to build a forecast for Germany's first year. What are the three most important assumptions in your model, and how would you validate each one before the market launches?

200 words. Plain English. No decks. Show us how you think.