Senior Manager, G&A Finance Business Partner

About the role

8x8 connects our customers and teams globally, empowering CX leaders with performance and insights to make smarter decisions, delight customers, and drive lasting business impact. Acting as a strategic co-pilot to G&A department leaders (CFO, CLO, CHRO), the Senior Manager, G&A Finance Business Partner is responsible for partnering with operational leadership to identify, size, prioritize, and deliver initiatives that create measurable value-through cost reduction, operational efficiency, workforce productivity, and cross-functional leverage. This role goes well beyond reporting and budget reviews; the Senior Manager is expected to sit at the strategy table, understand each department's operations and priorities as if they were their own, and translate financial insight into action. **Candidates must have hands-on Pigment experience; applications without demonstrated Pigment proficiency will not be considered. The Senior Manager reports to the VP of Finance and partners across CFO sub-functions (FP&A, Deal Desk, Finance Operations, Procurement, Audit & Compliance), CLO (Commercial Legal, Regulatory Legal, Information Security), and CHRO (Talent Acquisition, Total Rewards, Training & Development, HR Business Partners). Success is measured not by the volume of reports produced, but by the quality of decisions influenced. Core Responsibilities Strategic Partnership & Business Acumen - Serve as the primary finance partner to G&A department heads, understanding their specific operations, challenges, and goals-and treating their targets as your own - Act as a co-pilot and navigator, not a spreadsheet reporter: join strategy meetings, contribute to operational planning, and proactively surface opportunities without being asked - Build deep subject matter expertise in each G&A function's key workflows, cost drivers, and efficiency levers (e.g., contract cycle time in Legal, time-to-hire in HR, application rationalization in IT, close cycle time in Finance Operations) - Challenge the status quo and push back on assumptions in a way that feels collaborative-bringing options and recommendations rather than just identifying problems Initiative Identification, Sizing & Prioritization - Identify value-creating initiatives across G&A departments by applying unit-economics thinking: cost per transaction, cycle time per process, cost per hire, license cost per user, and similar operational building blocks - Build financial models from scratch to size opportunities-stating assumptions explicitly, keeping variables minimal, and inviting partners to stress-test the logic - Prioritize competing initiatives using structured frameworks (impact vs. effort, risk-adjusted ROI, payback period) so department leaders can allocate scarce resources to the highest-value work - Anchor analysis in data from Workday, Salesforce, NetSuite, Pigment, and Snowflake; when data is unavailable, communicate clearly what is being assumed and why Communication & Cross-Functional Influence - Frame financial recommendations in the language of the business partner's goals, not just finance goals-translating data into decisions that resonate with operational leaders - Present analysis effectively to department leadership and cross-functional stakeholders, connecting financial performance to operational actions - Surface cross-functional dependencies early so initiatives don't stall at departmental boundaries; coordinate joint planning when initiatives span multiple C-suite owners - Draft and deliver executive-ready recommendations that enable department heads to make informed decisions on hiring, spending, and strategy Execution & Operational Excellence - Drive projects that operationalize insights with an execution mindset-get the right things done, not just the right things identified - Champion automation and process improvement to reduce manual effort across G&A workflows (e.g., touchless AP/AR transactions, automated data feeds to Pigment, self-service analytics adoption) - Follow through on commitments and deliver on time; when priorities shift, adapt quickly without losing the thread - Support the broader finance organization through mentorship, skills transfer, and raising the analytical bar across the team Measurable Outcomes - Business partners rate FBP value at 4+ on a 5-point scale across five dimensions: strategic partnership, initiative impact, communication, data & analytics capability, and responsiveness - Identified and sized initiatives with quantified annual impact across G&A departments, with at least two initiatives per department progressing to execution per half - Reduced cycle times and process friction in key G&A workflows (financial close, contract turnaround, time-to-hire) by establishing and maintaining SLAs and accountability mechanisms - Increased the frequency and quality of data-driven decisions by replacing manual reporting with automated, self-service analytics and dashboards - Delivered measurable cost efficiency