Chief Financial Officer

Description:

Position Summary

The Chief Financial Officer (CFO) serves as the senior financial executive of the Louisiana SPCA, a 130-year-old, top-ranked 501(c)(3) nonprofit impacting more than 73,000 animals each year. This role is responsible for all financial strategy and operations, risk management, accounting, forecasting, and the stewardship of organizational assets—including oversight of finance, accounting, facilities, and capital planning.

The CFO is a strategic leader who brings disciplined financial management, strong analytical capability, and clear decision-making to support sustainable organizational growth.

Key Responsibilities

1. Strategic Financial Leadership

• Develop and execute a long-term financial strategy that supports organizational growth, program expansion, and operational sustainability.
• Serve as a principal advisor to the CEO, COO, and Board of Directors, translating financial data into clear recommendations and strategic insights.
• Present financial reports, forecasts, and performance dashboards to the Board, Finance Committee, and Foundation Committee.
• Assess financial risks and opportunities; proactively recommend actions to strengthen financial stability and strategic capacity.

2. Financial Management, Compliance & Controls

• Direct all financial operations, including budgeting, forecasting, fund accounting, cash flow management, and financial reporting.
• Ensure all financial activities comply with GAAP and FASB nonprofit accounting standards.
• Oversee preparation of monthly financials, audits, and the annual Form 990, including all required local, state, and federal tax filings, registrations, and compliance documentation.
• Maintain strong internal controls, financial policies, and procedures to safeguard organizational assets.
• Manage banking relationships, investment oversight (in partnership with advisors), and grant compliance.

3. Executive Oversight: Finance, Accounting & Facilities (LMA)

• Lead, manage, and hold accountable teams responsible for Finance, Accounting, Facilities, and Technology/IT.
• Ensure accurate AP/AR, payroll, reconciliations, monthly close, and restricted fund tracking.
• Oversee campus facilities, asset management, maintenance schedules, capital replacements, and fleet operations.
• Partner with the CEO/COO on financial planning for renovations and major capital projects.

4. Forecasting, Analysis & Business Growth

• Build multi-year financial models, scenario analyses, and forecasts to support strategic decision-making.
• Develop pricing strategies for organizational programs based on cost modeling and market positioning.
• Conduct financial and competitive analyses to identify growth opportunities and evaluate new service lines.
• Provide data-driven insights that improve operational efficiency, revenue generation, and long-term sustainability.

Requirements:

Qualifications

Required:

• 5+ years of financial leadership experience; nonprofit experience preferred.
• Expertise in GAAP, FASB nonprofit accounting, and fund accounting.
• Strong analytical skills and advanced Excel modeling capabilities.
• Experience leading and developing high-performing teams.
• Ability to communicate complex financial concepts clearly to non-financial audiences.
• Must be able to pass a criminal background check and pre-employment substance screening & physical.
• Candidates must successfully pass a drug screening which includes testing for marijuana. A valid medical marijuana card does not exempt a candidate from this requirement, and a positive test result will disqualify the candidate from the hiring process.

Preferred:

• Master’s degree in Business Administration, Accounting, or Finance.
• Certified Public Accountant (CPA).
• Experience with Blackbaud or similar nonprofit accounting systems.

90-Day Success Goals

By Day 30: Assessment & Stabilization

1. Complete a full diagnostic review of financial systems, processes, internal controls, and reporting accuracy.
2. Evaluate current budget assumptions, cash flow position, and forecasting methods.
3. Build relationships with Board members, committee chairs, leadership team, auditors, and banking partners.
4. Conduct a facility/asset lifecycle assessment and identify critical repair or capital needs.

By Day 60: Financial Infrastructure & Performance Alignment

1. Deliver a refined forecasting model (12–36 months) with updated assumptions, risks, and scenarios.
2. Implement quick-win improvements in accounting workflow, monthly close efficiency, and reporting accuracy.
3. Create a standardized financial dashboard for leadership and Board use.
4. Establish clear LMA systems for Finance, Accounting, and Facilities teams—including KPIs, check-ins, and accountability structures.

By Day 90: Strategy Execution & Growth Enablement

1. Lead the successful launch of the 2027 budget development cycle, aligning department needs with strategic priorities.
2. Present a capital planning strategy covering facility needs, equipment lifecycle, and long-term investments.
3. Deliver a pricing analysis and margin review for Clinic, Adoption, and Behavior programs with recommendations for adjustments.
4. Produce a two-year financial growth roadmap, outlining potential service expansions, revenue opportunities, cost efficiencies, and required investments.