WKT EOS Role Scorecard for Head of Finance & Administration
Date Updated: March 2026
Functional Role: Head of Finance & Administration
Level: Vice President / Department Lead
Reports To: President & COO
Direct Reports:
Finance & Accounting Team
HR & People Operations
Legal & Compliance
IT Infrastructure
AI Tools & Automation
Executive Administration
Purpose of the Role
The Head of Finance & Administration keeps WKT standing. This seat owns the enterprise infrastructure that makes everything else possible such as the financial intelligence, the people operations, the legal and compliance framework, the technology backbone, and the administrative systems that allow the rest of the business to run with confidence. Where the revenue-facing seats build and grow, this seat protects and sustains: ensuring the numbers are accurate, the controls are sound, the people systems are functioning, and the company is legally and operationally fit to operate at the scale WKT is building toward. The Head of Finance & Administration is not a back-office function, it is the stability layer that earns the trust of the board, the team, and the business itself.
Key Accountabilities
Own financial reporting accuracy and cadence including monthly statements, management reports, and board-level financial narratives delivered on time and without error
Own budgeting, forecasting, and decision support including annual budget process, rolling forecast updates, and financial modelling that supports strategic decisions
Own cash management, accounts receivable, DSO discipline, and operating cash flow visibility
Own internal controls, compliance, tax filings, year-end reporting, and risk management across the finance function
Own HR and people operations including employment practices, onboarding and offboarding, compensation and benefits administration, policy governance, and culture infrastructure
Own legal and compliance including contracts, regulatory filings, corporate governance, and risk management in coordination with external legal counsel
Own IT infrastructure including internal systems reliability, security, and the technology tools that support the team's day-to-day operations
Govern AI tools and automation adoption across the enterprise support function ensuring WKT's internal operations benefit from the same automation discipline it is building into its revenue function
Provide simple, credible financial narrative to the leadership team and board, translating financial data into language that drives clarity and action
Core Values - Role-Specific Behavioural Descriptors
Core Value
What This Looks Like in This Seat
We are Accountable
Owns reporting accuracy, compliance deadlines, HR commitments, and system uptime as personal commitments, not departmental aspirations. When a control fails, a filing is late, or a people process breaks down, names it directly and brings the corrective path. Holds the enterprise support team to the same standard across every sub-function this seat carries.
We are Curious
Asks the questions behind the numbers (why a margin is moving, where a cost centre is drifting, what's creating friction in a people process) before presenting data or recommendations. Stays curious about automation tools, system improvements, and operational efficiency approaches that can make the enterprise support function more useful to the business at lower cost.
We are Driven
Maintains close-cycle discipline, reporting cadence, compliance rigour, and people operations quality through the full fiscal year including the periods when the business is moving fast and enterprise support feels like overhead. Pushes to build the infrastructure (financial, HR, legal, IT) that WKT will need at $26M and beyond, not just what works today.
We are Nimble
Responds quickly when the business needs financial input, a contract reviewed, a new hire onboarded, or a compliance question answered for a time-sensitive decision without sacrificing accuracy or rigour. Adjusts across all sub-functions fluidly as business needs shift, without treating every cross-functional request as a major project.
We are Relationship-focused
Builds the internal trust that makes finance, HR, legal, and IT functions people want to bring problems to rather than avoid. Understands that enterprise support is most effective when the people it serves feel supported, not managed. Maintains credible, professional relationships with external accountants, legal counsel, financial institutions, and investor stakeholders.
GWC - Seat-Specific Descriptors
Gets It
The Head of Finance & Administration understands that this seat exists to keep WKT operationally trustworthy across every dimension that doesn't generate revenue directly but makes revenue possible sustainably. They get the breadth of what this seat carries, specifically the financial intelligence, people systems, legal and compliance, IT infrastructure, and AI tools governance and understands that each sub-function requires a different kind of rigour and a different relationship with the people it serves. They understand that at WKT's current stage, this is an active-build seat in every dimension: the financial infrastructure, the people systems, the compliance frameworks, and the IT foundation all need to be built for the company WKT is becoming, not just maintained for the company it is today. They get that board confidence, team trust, and operational resilience are all outcomes that flow from this seat and that none of them are visible until they're missing. (For full GWC behavioural indicators and warning signs, see the GWC Descriptors document.)
Wants It
This seat requires genuine appetite for breadth – the ability to hold financial close cycles, HR policy conversations, contract reviews, IT reliability, and AI tools governance simultaneously without dropping quality in any of them. The person who truly wants this role is energized by the full scope: not just the financial modelling and the board narrative, but the employment practice conversation, the vendor contract negotiation, the IT security governance, and the automation opportunity that makes the whole function more efficient. They must want to have the difficult budget conversation with a department head who is running over plan, the honest compensation conversation when market rates have shifted, the compliance conversation when a process is creating legal risk, and the IT conversation when a system is creating operational fragility. Enterprise support at WKT is not a steady-state maintenance portfolio, it is an active-build responsibility across five distinct domains, and the person who truly wants this seat must be energized by that complexity, not flattened by it.
Capacity to Do It
The Head of Finance & Administration must be able to lead five distinct sub-functions of Finance & Accounting, HR & People Operations, Legal & Compliance, IT Infrastructure, and AI Tools & Automation, simultaneously, with the depth to make sound decisions in each and the leadership range to manage a diverse team, coordinate effectively with every other function, and represent enterprise health clearly at the leadership table. The seat requires both deep technical competence in finance (CA/CPA level) and the operational and people leadership range to govern HR, legal, and IT effectively. WKT's multi-division structure, investor and board reporting obligations, and growth trajectory toward $26M create enterprise support complexity that will only increase. Capacity here includes the ability to manage current operating demands while building the infrastructure and automation capability required for the next stage of scale across all five domains.
Weekly Measurables
Measurable
Green
Yellow
Red
Financial reporting cadence (monthly statements and management reports delivered on committed date)
100% on time
1–2 days late
3+ days late or missed
Accounts receivable / DSO (days sales outstanding against target, reviewed weekly for aging trends)
At or below DSO target
1–5 days above target
6+ days above target
Quarterly Output Targets
Target
Green
Yellow
Red
Forecast accuracy (actual revenue and profit vs. forecast submitted at start of quarter)
Within ±10%
±11–20%
>±20%
Close cycle time (average business days from month end to delivery of final management accounts)
≤5 business days
6–8 business days
9+ business days
HR and people operations compliance (open employment actions, policy gaps, or compliance items unresolved at quarter end)
0 unresolved
1–2 in progress with clear timelines
3+ unresolved or over
Rocks
Quarterly Rocks for this seat are set at Annual and Quarterly Planning sessions and tracked weekly in the L10 Scorecard.
Rock
Owner
Due Date
Status
[Q Rock 1]
Head of Finance & Administration
[Date]
On Track / Off Track
[Q Rock 2]
Head of Finance & Administration
[Date]
On Track / Off Track
People Analyzer
Lens
Evaluative Question
+
+/–
–
We are Accountable
Does this person own reporting accuracy, compliance deadlines, and people operations commitments without exception or deflection across all five sub-functions?
We are Curious
Does this person go beyond producing data and process outputs to asking what they mean, surfacing variances, risks, and improvement opportunities proactively across finance, HR, legal, IT, and AI tools?
We are Driven
Does this person maintain discipline and build infrastructure across all five sub-functions consistently including during high-pressure business periods?
We are Nimble
Does this person respond quickly and accurately when the business needs enterprise support input for time-sensitive decisions without sacrificing the rigour that makes the input trustworthy?
We are Relationship-focused
Does this person build internal trust across the full team making finance, HR, legal, and IT functions people want to engage with rather than work around?
Gets It
Does this person understand that their job is to keep WKT operationally trustworthy across five distinct domains and lead each with the rigour and care it requires?
Wants It
Does this person actively want the full breadth of this seat including the HR conversations, the compliance governance, and the IT and AI tools work, not just the financial advisory moments?
Capacity to Do It
Does this person have the technical finance depth, people leadership range, and operational discipline to govern five enterprise support sub-functions at WKT's current and coming complexity?
Quarterly Conversation Notes
Date
Rock Completion
Issues / Observations
Development Notes
Role Optimization
#
Task
Frequency
Delegable?
1
Manage month-end close process and financial statement preparation
Monthly
Partially
2
Deliver management reports and financial narrative to President & COO
Monthly
No
3
Report key financial and operational metrics at leadership L10
Weekly
No
4
Monitor cash position, AR aging, and DSO trends
Weekly
Partially
5
Update rolling revenue and profit forecast
Weekly / Monthly
No
6
Conduct 1:1s with direct reports across all sub-functions
Weekly / Bi-weekly
No
7
Oversee payroll, benefits administration, and HR compliance
Ongoing
Partially
8
Manage employment actions — onboarding, offboarding, performance documentation
Ongoing
Partially
9
Review and manage contracts, vendor agreements, and legal filings
Ongoing
Partially
10
Own IT infrastructure reliability, security governance, and systems access
Ongoing
Partially
11
Govern AI tools and internal automation adoption across the enterprise support function
Ongoing
Partially
12
Build and submit annual budget with department input
Annually
Partially
13
Manage year-end reporting with external accountants
Annually
Partially
14
Own all tax filings and regulatory compliance deadlines
Ongoing
Partially
15
Prepare board and investor financial reporting package
Quarterly
No
16
Support strategic decisions with financial modelling (partnerships, pricing, acquisitions)
As needed
No
17
Manage banking relationships, operating credit facilities, and investor reporting
Ongoing
No
We Know Training Inc. EOS Role Scorecard: Head of Finance & Administration