Corporate FP&A

Base is America’s next-generation power company. We’re rebuilding the foundation of modern civilization–electricity–by deploying a vast network of distributed batteries that is transforming today’s fragile, centralized grid into a resilient and abundant system. We are engineers, operators, and creatives solving some of the most complex, interdisciplinary challenges of our time.

Corporate FP&A is the factory that turns raw inputs from across the business into Base's consolidated financial plan — the operating dashboard the leadership team and board run the company on. Sitting inside Finance & Business Operations alongside business-facing finance partners, you own the corporate model end-to-end: the templates the rest of finance works in, the consolidation that stitches their inputs together, the G&A forecasts you build directly, and the simple plan that comes out the other side. The bar is forecast accuracy at meaningful scale, and the speed at which the finance team absorbs new information and produces a new answer. The company is making meaningful decisions on what comes out of your work, so it has to be right.

• Own Base's corporate model end-to-end — the integrated 3-statement build, the structured financing rolled into a cohesive whole, and the consolidated outlook the company is steered by

• Run forecast consolidation as a factory line — design the templates the rest of finance works in, flow-chart the inputs and dependencies, and compress the cycle time from new information to refreshed plan

• Own G&A forecasting directly — partner with the G&A function leads on headcount, vendor spend, and capital allocation, and make their numbers in the corporate model match the reality of their org

• Run the AOP process — annual plan, quarterly refresh, monthly operating cadence, and the rituals and reviews that go with them

• Own the weekly 13-week cash forecast, monthly BvA, and the investor pack — partner with Head of Finance, capital markets, and the CEO on positioning, disclosures, and the narrative around the numbers

• Treat forecast accuracy as the scoreboard — instrument forecast vs. actual at the driver level, run the post-mortems, and tighten the model until the plan and reality converge

• Build the AI-native layer of the factory — agentic tooling embedded in consolidation, variance analysis, and reporting so the team produces a weekly forecast in under an hour, not a week

• Co-design and operate the controls layer with the Head of Finance & team — preventive gates, detective monitoring, corrective actions, and policy across capital allocation, headcount, vendor contracts, and treasury, so the company can move fast without crashing

• 5-10 years across investment banking, private equity, corporate FP&A, or strategic finance — and a track record of being judged on forecast accuracy

• Built and owned an integrated 3-statement corporate model in production

• Run a real AOP, LRP, and monthly operating cadence at meaningful scale — comfortable producing both the precise numbers and the narrative around them

• Strong opinions on FP&A as a discipline — driver trees, scorecards, BvA, controls, consolidation architecture — and a track record of building these systems, not just running someone else's

• Thinks like a process engineer — flow chart a forecasting or close process, identified the bottleneck, and made it measurably faster; energized by treating the model as a factory to optimize

• Investor-grade communication — has stood up board materials, fundraising decks, or investor updates with a CEO/CFO and survived the scrutiny

• Advanced Excel and integrated modeling fluency, SQL fluency or willingness to get there fast, and comfort across BI (Omni, Looker), ERP (NetSuite), and modern data tooling

The Base Finance & Business Operations team is responsible for providing clear visibility on past and future performance across the business, financing our growth, capital allocation decisions, and supporting the broader Base team on key performance drivers. To succeed, Base must raise and deploy tens of billions of dollars, maintain sustainable unit economics, exercise extreme operating leverage, and balance supply/demand and growth/profitability in a complex and high-pace environment. The Finance team enables these by (i) building toward omniscience with sharp analytics and tools for observability, (ii) integrating with the business to support operational decisions, (iii) establishing tight controls and processes to cull complexity, and (iv) presenting Base to investors effectively.

Please note: Base is a startup, which means priorities shift and evolve quickly. Your role may expand or change based on the needs of the business at any given time, so the responsibilities listed may not be exhaustive.

• First Principles Thinking: Question assumptions. Principles > rules.

• Operate at Base Pace: Focus on what matters, act quickly, and learn by doing.

• Give & Get Feedback: Be direct, be humble, and maintain a growth mindset.

• Everyone’s an Owner: Follow through on commitments and own results.

• Strong Opinions, Loosely Held: Drive clarity and make calls with imperfect information.

• Committed to the Mission: Rebuilding the grid is a big challenge. We work hard because we care deeply about the impact we’re creating. We work in-person. It’s not a 9-to-5. We are all-in.

• Fun & Optimism Coexist with Grit: Collaboration and celebration coincide with the intensity of building real things.