The company

A profitable, founder-led technology products business built over more than a decade, now several hundred people solid and growing quickly. It builds and deploys software products for large institutional and public-sector customers, where contracts are long, milestone-based, and won on technical credibility rather than price.

It recently closed a significant institutional round and is preparing for a public listing.

Why this role exists

The company has outgrown its finance function. Accounting, compliance and audit are in place and run well. What does not yet exist is business finance: annual operating planning, contract-level margin visibility, a model built and defended in-house, and the reporting discipline a listed company is held to.

This is not a controllership seat. It is the person who builds the finance function that takes this business public, and then runs it as a listed company.

What you will own

Business finance. Build the AOP process from the ground up, bottom-up with business and delivery leaders, broken to quarterly and monthly targets,



with a real re-forecast cycle and monthly variance reporting.
Project-level financial operations. Revenue recognition on milestone and percentage-of-completion contracts, cost booked to project, contract-level margin and cash visible every month.
Unit economics. Margin split across licence and implementation revenue, cost-to-serve per deployment, infrastructure and compute cost tracked against the revenue it supports.
The model. Built and maintained in-house, mapped to order book and pipeline, with assumptions documented by business line and defensible to anyone who asks.
Listing readiness. End to end. Restatement, related-party resolution, internal financial controls documented and tested, DRHP preparation and banker management.
Working capital. Discipline against long public-sector payment cycles. DSO, unbilled revenue and collections tracked and improving.
Capital structure. Debt conversations a

📌 HireVeda (India)
🏢 HireVedaX
📍 India