THE CHANCE

This is a role for someone energized by building. What exists today is a capable bookkeeping team running largely manual, undocumented processes. Your job is to understand it at the ground level, then redesign it for a scaling business — and to shape the team, tools, and infrastructure that sustains it. You will lead the full back office — finance, administration, and business intelligence — for two operating companies, reporting directly to the Owner/President and working in close partnership with both Directors of Operations.

You are accountable for the people, the processes, the technology stack, and the output. This role carries an explicit mandate to modernize and scale the back office: owning the AI and automation integration plan, building IT and document infrastructure for a multi‑entity platform, and elevating the technological competency of the team. You are not just administering a function — you are building one ready for what comes next.

This role is embedded in the business, not siloed in the back office. You will participate in leadership meetings, work directly with operations, and spend at least one shift per month in a restaurant — understanding the ground level is what makes the data meaningful. There is hands‑on work, particularly early on; the balance shifts as you build and the team develops.

WHAT YOU WILL OWN

Financial Leadership & FP&A;

- Own all financial reporting for GR3 (BC) and C2C (Quebec) — accurate, on time, every period
- Lead FP&A;: budgeting, forecasting, scenario modelling, and variance analysis across both entities
- Month‑end close, reconciliations, payroll oversight, GST/PST compliance, WorkSafe filings, P&l; statements
- Reconcile deposits against POS data and bank records; investigate and communicate variances
- Ensure royalty, marketing fund, and related payments are calculated, submitted, and reconciled
- Own and develop banking relationships — account management, credit facilities, and positioning for future financing
- Serve as primary liaison to external legal counsel and accountants; coordinate year‑end and own the process end‑to‑end
- Over time, take full ownership of financial analysis, budgeting, and modelling — reducing the owner’s involvement

Business Intelligence & Analysis

- Build daily/weekly scorecards, trending dashboards, and period‑over‑period analysis the operations team can act on
- Serve as a key analytical resource for both Directors of Operations, translating data into actionable insight
- Perform cost variance analysis by location; develop financial models for growth, acquisition, and investment decisions
- Identify trends and flag variances proactively; review weekly sales forecasts for gaps before the window closes

AI Integration, Technology & Back‑Office Modernization

A core mandate, not a secondary responsibility. The back office is operationally functional but technologically underpowered — you will lead the plan to change that.
- Design and lead the AI integration roadmap — use cases,



sequencing, and adoption across the team
- Implement AI‑powered tools to automate report generation, compliance tracking, document processing, and routine communication
- Build and own IT infrastructure: system access, software stack, licensing, cloud storage, and vendor relationships
- Develop and maintain a virtual data room — a structured, permission‑controlled repository ready to support financing, acquisitions, or diligence
- Evaluate and implement the core tool stack across accounting, payroll, BI, and document management
- Establish digital security standards: access controls, credential management, backup protocols
- Elevate the team’s technological competency through training, process design, and tool selection

Administration & Document Infrastructure

- Organize all company data — structured, accessible, permission‑controlled across both entities
- Maintain a master compliance calendar: health permits, food safety certificates, licences, regulatory filings
- Own the administrative side of HR — onboarding packages, records management, WorkSafe and employment compliance
- Build written SOPs for recurring tasks, creating consistency and redundancy across the team

Vendor & Contract Management

Consolidate and own supplier relationships across both companies; keep agreements and insurance current
- Coordinate vendor onboarding and ongoing account management; identify cost and service improvements

Partnership with Directors of Operations

- Develop a deep understanding of each region’s cost drivers, labour patterns, and location‑level economics
- Proactively bring analysis to both Directors before they need to ask; build the reporting cadence they rely on weekly
- Participate in operational leadership meetings and contribute to finance‑operations decisions

Team Leadership & Development

- Assess team capabilities and strengthen performance through coaching, development, and role clarity
- Recruit and develop talent as the platform grows; build a lean, accountable team with clear ownership
- Design a task‑ownership system ensuring continuity when a team member is absent
- Model the service culture expected of the team — every interaction with the field is a customer interaction

WHAT WE ARE LOOKING FOR

Core Requirements

- Energized by building — creating structure, not just maintaining it; comfortable in details while holding the broader picture
- Solid analytical foundation — financial reporting, FP&A;, budgeting, variance analysis, P&l; fluency
- Systems thinker, self‑directed,



and demonstrated fluency with AI tools applied to back‑office efficiency
- People leadership experience; high integrity given access to sensitive financial and personnel information
- CPA designation or equivalent depth of experience

Experience That Would Set You Apart

- Multi‑entity or multi‑site experience — franchise, retail, hospitality, or food service
- Dashboard and BI capability — Power BI, Power Query, advanced Excel, or similar
- Hands‑on experience implementing AI tools or automation workflows (e.g., Claude Cowork, Copilot, Make, Zapier, Python)
- Experience building IT infrastructure, a virtual data room, or a back‑office function from an early stage
- Familiarity with Sage or QuickBooks; working knowledge of BC and Quebec employment regulation

The Right Fit

- Comfortable with ambiguity, sees gaps as opportunities, and brings a recommended path forward —not just questions
- Wants to own a function and be accountable for its outcomes; comfortable rolling up their sleeves
- Energized by being part of an operating team and thinks about technology as a strategic lever

G‑R3VOLUTION ENTERPRISES

WHAT SUCCESS LOOKS LIKE

First 30 Days

- Deep understanding of P&L; structures, reporting cadences, and existing workflows; first restaurant shift completed
- Strong relationships established with the Owner, both Directors of Operations, and district managers
- Full tech stack audit completed; all critical compliance deadlines identified and tracked
- Banking contacts and first meetings with accountants and legal counsel completed

First 60 Days

- Recurring tasks documented in SOPs with ownership assigned; first variance analysis delivered to operations
- AI integration roadmap drafted and presented; virtual data room architecture and folder structure designed

First 90 Days

- Back office running to defined service levels with no compliance lapses
- Scorecard and dashboard framework built and in regular use by both Directors of Operations
- First AI or automation tool live; first FP&A; deliverable produced with budget‑vs‑actual analysis
- Tool stack rationalized; at least one cost‑reduction opportunity presented to leadership

Year One

- Back office fully documented — every recurring task has a written SOP, an owner, and a redundancy plan
- AI integration Phase 1 complete: at least three meaningful automations live across finance and compliance
- Virtual data room operational with all key financial and corporate records organized and accessible
- FP&A; cadence established: monthly packages delivered consistently with forward‑looking commentary
- Banking relationships developed; both Directors using back‑office reporting as an active operational tool
- External advisor relationships running smoothly with no missed deadlines
- Back‑office team performing at a measurably higher standard with reduced owner involvement day‑to‑day
- At least one strategic initiative supported with financial modelling — acquisition, expansion, or structuring

📌 Finance, Administration & Business Intelligence Lead (Vancouver)
🏢 G-R3VOLUTION ENT QSR FRANCHISE GROUP
📍 Vancouver