Finance Manager

Finance Manager

Location: Bournemouth
Job type: Full time, 37.5 hours a week

Our Purpose: A Better Life for Everyone

Nourish is not simply a technology company; we are a digital partner for the social and health care sector rooted in human connections, with the person being supported at its core. We offer a range of coproduced software solutions tailored to the unique challenges of care, while still being flexible enough to meet the specific needs of each individual service we work with.

We are at an exciting stage of growth. While we are the market leader, we remain ambitious and dedicated to our mission. We continue to revolutionise the sector by investing in our platform and our incredible employees who make this impact possible.

Our Ecosystem

At Nourish, you will contribute to a sophisticated ecosystem that includes:

• Technology that impacts a million people every day: Our core products are used by over 425,000 carers to support 417,000+ individuals.

• The Nourish Partnership Programme (NPP): A sector leading programme that manages strategic integrations with third party systems to ensure seamless data syncing and interoperability across the care journey.

Our Culture & Values

We look for people who align with the way we work. If you join us, you are joining a culture defined by:

• Making a Difference: We remember who we serve. We are passionate about making a meaningful, positive impact on the lives of carers and those we support.

• Agility: We continuously refine and adapt. There is no room for complacency here; we are driven to constantly review and improve our products and processes.

• Collective Effort: We help each other out because we know that when one person wins, we all win. It’s "all hands on deck", everyone is in it together.

• Every Person Counts: We treat everyone as a very significant part of our community. We welcome people being their true and authentic selves and value the diverse perspectives they bring.

• Openness to Learning: We believe no question is a silly question and all insights are valuable. Mistakes are part of the improvement process; we dust ourselves off and begin again.

The Team & Role

Own the order to cash cycle at NCS: subscriptions, billing, collections, and ARR and revenue reporting. The role leads a team that executes billing and credit control, and is personally accountable for the outcome: a subscription book that is right, invoices that are right first time, cash collected to terms, and ARR and revenue numbers that reconcile to the CRM and the ledger without rework.

The second half of the job, and the reason the role exists at this level, is to change how the cycle works rather than run it as it is. The postholder is expected to spearhead process improvement across O2C through the use of AI, redesign of the process itself, and partnership with the internal teams on either side of it (Sales Ops, CS, Commercial Finance) and the external providers of the tools it runs on. Within 12 to 18 months the cycle should be materially more automated, better controlled and less dependent on month end effort than it is today.

Key Responsibilities

• Lead billing and credit control. Own the billing and collections outcomes and lead the team that delivers them. Set priorities, standards and service levels; put the right controls around the billing run, credit notes, device overage, the weekly aged debt review and the suspension process; and review the team's output so that issues are caught before they reach the customer or the ledger. Stay close enough to the work to know where it is fragile, and step in personally on escalations, high value accounts and disputes that need finance's weight behind them. Own DSO, cash collection against forecast and the monthly bad debt provision. Develop the team so that execution becomes more capable and self sufficient over time, freeing the role to focus on improvement.

• Own the subscription book. Be accountable for the subscription record as the single source of truth for what each customer is entitled to and what we bill them, with every active subscription backed by a signed order form that agrees to the CRM deal on term, dates, quantities, price points and uplift terms. Set the controls for the contract lifecycle (set up before first bill, mid term changes, renewals and uplifts, churn) and the forward renewals and uplift calendar, with the team and Sales Ops executing within them. Reconcile the subscription book to billed ARR and to the CRM each month so that the three agree.

• Own ARR and revenue reporting. Personally own the monthly ARR bridge and its cross reference to HubSpot closed deals and churn requests, the month end upgrade/downgrade schedule, the bookings and billings commentary for the board pack (YTD vs budget and PYTD), and the ARR and receivables inputs to the PE investor's portfolio reporting. Own deferred and accrued revenue, invoice smoothing and exceptions, and the revenue, debtors, deferred income and bad debt balance sheet reconciliations within the close timetable. Lead the audit on revenue and receivables. Build the bridge from the subscription book, so ARR is derived from entitlements rather than reverse engineered from invoices.

• Spearhead process improvement through AI and automation. Lead the adoption of AI across O2C: identify the repeatable, rules based work in billing, collections, reconciliation and reporting and move it onto AI assisted or automated workflows (bridge building and CRM cross referencing, aged debt classification and chasing, invoice to contract checks, overage calculations, exception and ticket generation). Own the library of these workflows, their controls and their documentation, and measure the hours and errors they remove. Be the person in finance who understands what the tools can and cannot safely do.

• Redesign the process with internal stakeholders. Partner with Sales Ops, CS, Commercial Finance and the wider finance team to fix problems at source rather than in finance: what a deal needs to look like in HubSpot before it can be billed, how churn and downgrade requests flow, how parent/child structures are maintained, where the handoffs break. Agree and document the end to end O2C process with named owners for each step, publish it in the finance knowledge base, and hold the other teams to it.

• Manage the external tool providers. Be finance's owner of the relationship with the billing platform, the CRM (finance side) and any collections or AI tooling: roadmap, configuration, integration between CRM, subscription book, billing and ledger, support escalation and value for money. Lead finance's input into the systems review on billing, subscription and collections tooling, and lead the finance workstream of any resulting change.

How Success Is Measured (first 12 to 18 months)

• Billing and collections run reliably to standard through the team: credit notes as a % of invoiced value trending down, zero material billing errors surfacing through the ARR bridge, DSO and 91+ debt reduced against agreed targets, write offs within provision.

• Subscription book reconciled to billed ARR and to the CRM monthly; no active subscriptions without a contract; no contracted uplifts or renewals missed.

• ARR bridge reconciled to CRM each month with unexplained movements cleared before the pack goes out; revenue and receivables recs complete by the close dea