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AMI is looking for a Head of Finance to serve as the CFO’s principal operating partner and the senior leader responsible for the day-to-day effectiveness of AMI’s finance function. The role combines the technical discipline of a Financial Controller with the broader leadership mandate of a Head of Finance: owning group financial control, planning and performance, finance operations, treasury and tax coordination, projects and grants finance, systems improvement, and development of the finance team. The role translates the CFO’s strategic and financial priorities into a high-performing finance operating rhythm, ensures Finance provides strong challenge and decision support to the business, and creates the capacity for the CFO to focus on strategy, capital, Board, investors and enterprise leadership.

AMI operates across multiple African markets with a mix of commercial, donor-funded and project-based activities. The finance function therefore combines rigorous technical accounting and control with commercial judgement, project finance discipline, treasury management, donor compliance and decision support.

The Head of Finance sits immediately below the CFO and is AMI’s senior finance operating leader. The role translates the CFO’s strategic priorities into day-to-day execution, ensures finance operates as both a strong control function and an effective business partner, and acts as the CFO’s principal deputy on all financial management matters. The role works closely with business and programme leaders and partners with the Risk & Compliance Lead, while maintaining clear ownership of finance execution, performance management and the finance operating model.

A. Group Financial Control & Reporting

• Own the integrity, accuracy and timeliness of financial reporting across the Group
  

• Lead the month-end and year-end close, including consolidation, intercompany accounting, balance-sheet governance and management accounts
  

• Maintain and continuously strengthen accounting policies, control frameworks, reconciliations and operating procedures
  

• Ensure consistent application of IFRS across entities and material transactions
  

• Provide the CFO with clear, decision-useful analysis of performance, exceptions, emerging risks and required actions
  

B. Planning, Forecasting & Performance Management

• Lead the annual budgeting and rolling forecasting cycle in partnership with the FP&A capability and business leaders
  

• Drive rigorous variance analysis, scenario modelling and business-unit performance reviews
  

• Ensure management reporting connects revenue, gross margin, operating expenditure, EBITDA, working capital and cash flow
  

• Strengthen the use of financial and operational KPIs to improve accountability across AMI
  

• Build a finance business-partnering culture that moves the team from reporting history to shaping future performance
  

C. Finance Operations & Working Capital

• Oversee Finance Operations — accounts payable, receivable, payroll accounting, bank reconciliations, general ledger, fixed assets and intercompany processes
  

• Drive improvements in billing discipline, collections and working-capital performance
  

• Maintain effective cash controls, payment governance, segregation of duties and approval disciplines
  

• Set and monitor close timetables, service standards and operational performance expectations across the team
  

D. Treasury, Tax & Statutory Compliance

• Oversee treasury and tax execution through the Tax & Treasury Manager
  

• Ensure robust cash forecasting, liquidity planning, banking controls and foreign-exchange management
  

• Coordinate tax compliance, statutory filings and tax risk management across the Group, escalating material exposures to the CFO
  

• Ensure appropriate oversight of cross-border transactions, Intercompany arrangements and related documentation
  

• Support the CFO on financing facilities, banking relationships and capital planning
  

E. Projects & Grants Finance

• Provide executive oversight of the Projects & Grants Finance function
  

• Ensure robust project budgeting, donor financial reporting, restricted-fund controls, burn-rate monitoring, milestone billing and project close-out
  

• Strengthen project-level forecasting and profitability analysis so programme leaders can identify and address financial risks early
  

• Embed donor and funder financial requirements into programme execution, documentation and reporting
  

• Maintain effective financial oversight of major country portfolios, including Rwanda
  

F. Audit, Governance & Risk

• Lead finance preparation for external audits and ensure timely resolution of audit findings and management-letter actions
  

• Maintain audit-ready documentation and strong evidence trails across key finance processes
  

• Partner with the Risk & Compliance Lead on control testing, policy compliance, risk assessments and remediation, preserving the function’s independent reporting line to the CFO
  

• Support the CFO in Board and committee reporting on financial performance, controls, liquidity, audit, tax and material finance risks
  

G. Systems, Automation & Process Improvement

• Drive continuous improvement of finance systems, data quality, reporting workflows and process automation
  

• Champion the practical use of AI and digital tools to reduce manual processing and improve speed, control and analytical capacity
  

• Standardize core finance processes across entities while accommodating necessary local statutory requirements
  

• Build scalable finance infrastructure that supports AMI’s growth without proportionate increases in headcount
  

H. Leadership & Team Development

• Lead the finance function, coaching and holding accountable the finance leadership team across Finance Operations, Projects & Grants Finance, FP&A / Performance and Tax & Treasury
  

• Build a high-performance culture characterized by accuracy, pace, accountability and constructive challenge
  

• Develop succession depth and technical capability across the team
  

• Own the finance operating model — clarifying roles, decision rights, escalation routes and service standards so the function operates effectively with appropriate CFO oversight
  

• Act as the CFO’s principal deputy on day-to-day financial management, representing Finance in agreed leadership and cross-functional forums as required.
  

• Qualified accountant (CPA, ACCA, ACA, CIMA or equivalent) in good standing
  

• Bachelor’s degree in Finance, Accounting, Commerce, Economics or a related discipline; a relevant postgraduate qualification is an advantage
  

• 10+ years of progressive finance experience, including meaningful leadership responsibility in a complex organisation
  

• Strong track record in financial control, group reporting, budgeting and forecasting, audit, working capital and cash-flow management
  

• Demonstrated experience leading and developing multi-disciplinary finance teams
  

• Strong technical understanding of IFRS, financial controls and statutory reporting
  

• Experience operating in a multi-entity and/or multi-country environment, preferably across African markets
  

• High competence in financial modelling, management reporting, data analysis and finance systems
  

• Experience in a business combining commercial revenues with donor-funded, grant-funded or project-based delivery
  

• Exposure to development finance, foundations, DFIs, donor compliance or large programme financial management
  

• Experience with treasury, tax, cross-border transactions and foreign-exchange environments
  

• Experience improving or implementing ERP, reporting, automation and finance transformation initiatives
  

• Prior experience in a high-growth, entrepreneurial or pan-African organisation
  

Key Competencies

• Enterprise judgement — Sees beyond accounting; understands how finance decisions affect strategy, operations, people and growth; anticipates second-order consequences before they become problems
  

• Control mindset — Creates discipline and rigour without unnecessary bureaucracy; proactively identifies control gaps and is prepared to challenge weak practices at any level
  

• Commercial orientation — Connects financial performance to operational drivers, clients, projects and investment choices; understands how the business makes money and where value is created or lost
  

• Execution discipline — Closes loops, meets deadlines and turns plans into repeatable operating rhythms; builds a finance function that delivers consistently, not just at year-end
  

• Analytical clarity — Distils complex financial information into the few issues and actions that matter; communicates numbers in a way that drives decisions, not just reporting
  

• Leadership maturity — Builds capable teams, delegates effectively, handles difficult conversations and creates accountability without micromanaging
  

• Constructive challenge — Confidently challenges senior colleagues, questions assumptions and escalates material issues when necessary; earns the right to push back through credibility and preparation
  

• Technology orientation — Actively uses systems, automation, data and AI to make finance faster, stronger and more scalable; champions digital improvement rather than waiting for IT to lead it
  

• Strategic partnership — Acts as a trusted thought partner to the CFO and business leaders; translates financial complexity into insight that shapes decisions at the leadership table
  

• Stakeholder communication — Communicates financial performance, risk and requirements clearly to diverse audiences — Board, donors, programme teams, auditors and country leadership — adjusting depth and language to the room
  

• Donor & funder literacy — Understands the financial reporting, compliance and relationship expectations of institutional donors, development finance institutions and foundations; keeps funder trust through transparency and accuracy
  

• Cross-functional influence — Works effectively across finance, operations, programmes and country teams; builds credibility and cooperation without relying on authority
  

• Change leadership — Drives process improvement, systems upgrades and operating model change with the energy and persistence to see it through; brings the team along rather than imposing change from above
  

• Risk awareness — Maintains a clear view of financial, regulatory, foreign-exchange and operational risks; escalates material exposures promptly and builds mitigation into planning
  

• Integrity & accountability — Holds themselves and their team to the highest standards of financial accuracy, transparency and ethical conduct; takes personal ownership of outcomes.