Director of Finance

About the role

At Arbor Energy & Resources Corporation ("Arbor Energy"), we're creating technology to power our lives while protecting the planet that sustains them. Our advanced power systems deliver clean, reliable baseload electricity with zero operating emissions-modular, fuel-flexible, and engineered for the realities of today's energy demand. At the core is a supercritical CO₂ turbine with integrated carbon capture, designed to bring carbon-neutral power online quickly at meaningful scale. Our team includes aerospace engineers, combustion experts, and systems thinkers with a shared goal: to build technology worthy of the world we want to live in. While many of us began our journeys looking to the stars, we're applying that expertise here at home to deliver dependable, emission-free baseload power and a future of lasting abundance. If you share our values and are drawn to rigorous work with lasting impact, we'd love to learn more about you. Come build what the future will run on. Steward our planet : We build for tomorrow, ensuring every bolt we tighten and every hand we lend leaves our environment stronger than we found it. Lead with Love : We champion the success of our people, partners, and planet, nurturing excellence through camaraderie and rigor. Explore the Uncharted : We embrace the unknown with curiosity, using courage and discipline to transform uncertainty into opportunity. Role Overview We are seeking a Director of Finance to own FP&A and build the financial operating system that enables Arbor to scale from Series A through commercialization and manufacturing scale-up. You'll own all forward-looking financial planning, modeling, and analysis - translating complex technical programs into financial clarity and ensuring leadership has a credible, real-time view of resource needs, cash runway, and strategic trade-offs. You'll operate as a trusted thought partner to executive leadership and cross-functional teams, answering the question: "Where are we going?" This role requires exceptional modeling skills, comfort with technical complexity and imperfect data, and a bias towards rigor, transparency, and speed. The Director of Finance is forward-looking and strategic, working closely with the Controller (who owns historical accounting and systems) to ensure forecasts and models are grounded in accurate actuals.

Responsibilities

• FP&A Ownership (CORE FUNCTION)
• Own all forward-looking financial planning and analysis across the company
• Build and maintain three-statement corporate models (income statement, balance sheet, cash flow)
• Develop and maintain long-range operating plans (3-5 year) that connect strategic goals to resource requirements
• Own monthly and quarterly rolling forecasts, updating assumptions based on operational performance and strategic shifts
• Build and maintain 13-week cash flow models for short-term liquidity management alongside long-range cash projections
• Conduct scenario and sensitivity analyses for all major strategic decisions: capital raises, financing strategy, hiring pace, first-of-a-kind project deployment, manufacturing scale-up
• Serve as the "source of truth" for financial assumptions, key drivers, risks, and trade-offs across the business
• Own cash burn, runway, and liquidity analysis - always maintaining current view of months of cash remaining and bridge to next milestone
• R&D Program Budgeting & Resource Planning (CRITICAL ARBOR PARTNERSHIP)
• Partner deeply with Engineering leadership to translate complex technical programs into financial requirements and cash burn timelines
• Build program-level budgets that connect engineering milestones and deliverables to labor, materials, testing, and equipment needs
• Model R&D cash flow requirements by program, phase, and milestone - ensuring leadership understands burn rate implications of technical decisions
• Model test campaign costs including failure scenarios, iteration cycles, and contingency planning
• Develop resource planning models: headcount needs by function (engineers, technicians), hiring timing, and organizational scaling implications
• Plan and prioritize CapEx requirements: equipment, facilities, tooling, test infrastructure
• Model vendor spend forecasts for multi-year contracts and long-lead-time commitments
• Factory & Manufacturing Line Modeling (OWNS THE MACRO MODEL)
• Build and own the comprehensive factory financial model that drives manufacturing scale-up decisions, including:
• Production line capacity and throughput analysis
• Equipment requirements and timing for each scale-up phase
• Labor requirements by production volume (direct labor, technicians, engineers)
• Facility costs: lease, utilities, maintenance as production scales
• Working capital requirements: inventory levels, receivables, payables at different production volumes
• Own unit economics modeling: cost per unit at different production volumes, identifying key cost drivers
• Build learning curve and cost-down analysis: project how costs de

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