As Marqeta's Senior Director, Corporate FP&A, you will lead Marqeta's company-wide planning, forecasting, and operating expense function — and significantly elevate how it operates.

You will inherit a small, dedicated team — spanning corporate finance and headcount forecasting, and finance business partnership across the company —. The function is at an inflection point: Marqeta has grown significantly, and there is meaningful headroom to modernize how the team operates — integrating data flows, automating recurring processes, and freeing the team to focus on analysis and partnership rather than production. Your mandate is to build on a solid foundation and elevate the function to the standard a public company at our scale deserves.

The single biggest mandate is automation. Sigma is in place, AI is available, and the appetite for transformation is real. We need an architect — someone who examines every data stream, every recurring process, and every manual report and asks, "why is a human still doing this by hand?" — then redesigns the flow from source systems to the executive view.

You will also own the company's planning rhythms and strategy — the annual operating plan, long-range plan, quarterly forecasts, monthly close commentary, board materials, and the calendar that ties them together — as well as operating expense end-to-end: headcount (the largest investment), vendor spend, T&E, capital expenditure, and the cost structure that drives Marqeta's profitability.

The right leader operates as a true business partner to the executive team and functional leaders — understanding what the company must invest in to win, helping leaders structure trade-offs, and finding creative paths when the answer is not obvious. You will hold the broader picture and use that perspective to help functional leaders make better decisions.

You will partner closely with the CFO, the executive team, and functional leaders, and serve as a key partner to me as VP of FP&A. I am hiring for this role because I need a senior partner who can architect what this function should become — modernizing the systems, integrating the data, and elevating the team to the standard a public company at our scale deserves. The right person is energized by that mandate: someone who sees an opportunity to build something modern and durable, and who is eager to develop a team along the way.

While we work Flexible First we have a strong preference for candidates based in Oakland. You'll be expected to be in-office for Board meetings. We'd love for you to join us!

The Impact You'll Have

Transformation, automation, and systems architecture. Be the architect of how data flows through FP&A — from source systems through Sigma and AI tooling to the executive view — and drive an aggressive automation agenda where every recurring report, templated update, and monthly refresh is a candidate. Own the FP&A systems and tooling roadmap and the data architecture that feeds them, and make automation contagious by building tools and workflows that serve finance leadership and cross-functional counterparts too. The function should be known as the team that automates first.

Leadership of the Corporate & Functional FP&A team. Lead the team of 3-4 across central planning and business partnership. Be a teacher and mentor first — coaching the team on modern FP&A practices, setting a clear bar for analytical quality and business partnership, and defining how the team works together as it scales.

Company-wide planning & forecasting. Build out the annual operating plan, long-range plan, quarterly forecast, and monthly close commentary — how they run, what they produce, and how they connect. Design the planning calendar and cross-functional rhythms (budget reviews, QBRs, planning kickoffs) that make it real, and drive the financial narrative for board materials, exec reviews, and investor-facing analysis in partnership with the CFO and IR.

Opex & headcount management. Own company-wide opex forecasting end-to-end — headcount (the biggest driver), vendor spend, T&E, capex, and the broader cost structure. Build the headcount planning process that ties business priorities to investment decisions in partnership with People Ops, Recruiting, and functional leaders. Surface risks and opportunities in the cost structure proactively, and partner with Accounting on close-cycle accuracy and the integrity of opex actuals.