Project Financial Analyst, Ops and Prof Svcs in Greater Northdale, Florida at Green Earth Building Maintenance Inc

DESCRIPTION
FTS and GEBM put crews on client sites across the country. Two lines of business run that work, and neither has ever had project-level financial analysis behind it.

The first is Installation and Assembly Services (IAS), the staffed labor line behind our site project portfolio: crews deployed to fulfillment centers, data centers, and industrial facilities, scaled by more than twenty hires to meet demand, and sold three different ways depending on the client. Time and materials at published bill rates on some accounts, fixed bid on others, cost plus a management fee on others still. The margin on that work is the spread between what we bill and what a deployed person actually costs once travel, lodging, and per diem are in the number.

The second is Professional Services, a division built from nothing in five months: seven figures of work booked and multi-site programs stood up across large industrial and logistics networks. In front of it right now are a 25 site rollout, a 43 site standards and retrofit program, and several single site engagements in parallel. That work is bid, so the margin is set at the estimate and confirmed or lost at closeout.

Five commercial models, dozens of active sites, and every price today is built by an operations leader between selling the work and delivering it. Our accounting team keeps the books, payroll, and client billing running, and finance leadership covers the whole company. What nobody produces yet is the job-level picture: whether a published bill rate still clears its burdened cost, what a project actually cost against what we bid it at, and which sites are quietly losing money.

That is the capability we are adding, and this is the first Project Financial Analyst seat here. You will not inherit a model, a report package, or a monthly calendar. You will build them in your first ninety days while the work is live, and you will own the numbers behind what we bill, what we bid, and what we walk away from. If you have spent your career maintaining someone else's workbook and waiting for a better process to arrive, this is not the job. If you have wanted to be the person who defines it, keep reading.

• Build and own the pricing models behind every proposal, quote, and rate card across both lines: labor build-ups, burden, material handling and markup, travel, mobilization, and fee. Run the sensitivity analysis that shows leadership what happens to margin when the quantity is half, when the work moves to nights, or when material lead time slips past peak
• Own bill rate architecture. Validate that every published bill rate clears fully burdened cost by the margin we think it does, by role and by account
• Report utilization and unbilled time. Billable hours against paid hours by site and by crew, because on a labor line that gap is the margin
• Deliver monthly job costing by engagement and by site: actual labor, materials, equipment, subcontractors, and travel against the estimate or the rate card
• Own billing integrity on the commercial side: a change order log where every scope addition is captured the day it happens with its value, approval status, and revised PO, and cost plus engagements where every pass-through is captured, the fee is applied correctly, and nothing is billed twice or left unbilled
• Quantify travel and lodging cost recovery monthly. Per diem, lodging blocks, no-shows, unclaimed tax exemptions, and travel we absorbed instead of billing. Our Travel team owns the process; you own the number that tells them where to aim
• Produce the monthly profitability package for both lines, including the divisional net profit figure that drives incentive compensation, independently and defensibly
• Define the reporting calendar, source data standards, and cost coding structure that neither line has yet, and help choose the reporting and ERP tooling we grow into. Dive deep enough into the field data to know whether you can trust it

A DAY IN THE LIFE
You open with the job cost report on a live site and see labor running ahead of estimate in week two of eight. Before you write it up, you call the project manager, because the number could mean a slow crew or it could mean the scope quietly grew and nobody wrote it down. It turns out to be the second one, so you log the change order at a value, flag it as unapproved, and start chasing the revised PO.

Midmorning you are in a hotel rooming list for a site with thirty deployed people, because last month's lodging cost did not tie to headcount. You find a duplicate reservation running two rooms for one person, three no-shows nobody cancelled, and a tax exemption we never claimed. That goes to the Travel team as a list with dollars attached, not as a complaint.

By afternoon you are in a pricing workbook for a rush opportunity that came in yesterday. The client wants a number this week. You build two options, one where we install client-supplied material and one where we procure it, and the second one prices higher but earns less because OEM material is a pass-through. You show both, with the margin on each, and the business quotes the one that actually makes money.

Then you close the month. Nobody hands you a checklist, because you wrote the checklist.

• By day 30: you know where every source of cost and revenue data lives, which of it you can trust, and you have told us plainly which of it you cannot.
• By day 90: job costing runs monthly on a repeatable model, the change order log is live and current, and leadership gets a margin package they can read without you in the room.
• By the end of year one: no engagement gets quoted without a validated cost basis, no bill rate goes out without clearing burdened cost, and you can tell us within a week of month close which sites made money and why.
  
  

ABOUT THE TEAM
You will be the first analyst embedded in operations, covering both the IAS labor line and the Professional Services division. IAS is the labor engine behind the site project portfolio, with crews deployed across the country, and it rolls up into GEBM operations. Professional Services is small and fast growing: a Director of Operations, a division lead, and project managers running the bid work.

You will work closely with our finance and accounting team, who own the books, payroll, and client billing, so you are not starting from a blank ledger. Your job is to turn that data into job-level analysis nobody produces yet, to go get the field inputs that never made it into a system, and to hand Finance profitability figures they can stand behind.

You will report to the Director of Operations, which puts you inside the business rather than at a distance from it. Your analysis lands in the room where the decision gets made, in the same week you produce it, and there is no committee between you and the person deciding whether to bid. It also means you will be expected to tell leadership things they would rather not hear, and to bring the numbers that make the case when you do.

• 3+ years of finance or accounting experience in a labor-based or project-based services business: staffing, industrial or field services, construction, engineering, facilities, or specialty trade contracting
• 3+ years building financial models in Excel from raw source data, not maintaining models built by someone else
• Experience with labor economics: bill rate against fully burdened pay rate, utilization, or gross profit per hour
• Experience performing job cost or budget-to-actual analysis on discrete projects or sites, including explaining variances to the people who caused them
• Experience reading a contract, a rate schedule, and a change order, and tying all three to the same number
• Bachelor's degree in finance, accounting, engineering, construction management, or equivalent practical experience

• Experience across more than one commercial model in the same business: time and materials, fixed bid, and cost plus
• Experience with percentage of completion, WIP reporting, or AIA style progress billing
• Experience with a construction, field services, or staffing ERP such as Sage, Viewpoint, or Foundation
• Experience with per diem, travel, and lodging cost treatment on a deployed workforce
• Experience in estimating or preconstruction
• Experience with Power BI, Tableau, or SQL
• Experience supporting multi-site programs where the same scope repeats across many locations
• Experience as the first analyst in a function, business unit, or growing company

A CPA is not required and is not preferred. This is a project controls and analysis role, not a compliance or close role.

COMPENSATION AND BENEFITS
This is a salary exempt position with an annual base pay range of $150,000 to $180,000, depending on experience. Eligible for annual performance bonus and the company profit sharing program. Medical, dental, and vision coverage is available for enrollment on the first of the month following your start date. Company paid life insurance and short term disability. 401(k) with company match. Paid time off. Full details are provided during the interview process.

WORK ENVIRONMENT
Hybrid, based out of our Tampa office at 3853 Northdale Blvd, Suite 354. Tuesday through Thursday onsite with the operations and finance teams, Monday and Friday remote. This is a set schedule, not a negotiated one, and it is the same for everyone on the team.

Occasional travel to active project sites. Site visits require appropriate PPE, which FTS provides.

FTS Group is an Equal Opportunity Employer. We believe in fostering an inclusive environment that values diversity and empowers employees at all levels. If you need a workplace accommodation during the application or interview process, let your recruiter know.