Director Of Finance

Head of Finance

Reports to: Founder

• The opportunity

Aliens Tattoo is the most recognised name in premium tattooing in India — a ₹45 Cr brand with a credible line of sight to ₹500 Cr by 2030, built across three businesses: a premium studio network scaling from 14 to 100 locations, Indias largest tattoo school, and a growing home-service line.

Growth on that scale runs on finance built for it: one platform across every entity, controls designed for a hundred locations, cost and unit economics for every line of business, and a financial plan that holds up eighteen months ahead. We are building that finance function now, at the ground floor of the growth — and were looking for the leader who builds it.

• The mandate

You will own finance end-to-end across all three businesses — books, close, tax, compliance, controls, cash, costing, budgets, forecasts, business finance, finance systems and franchise reporting. Multiple legal entities, multi-state, and adding more of both every year.

Youll build the function itself: a lean team of six to eight, hired by you, running finance as a system — so the functions strength is its design, not any one persons hours.

You will report to the Founder, sit at the strategy table, and author the rules every rupee in this company moves by.

• What youll be doing

Running the financial engine of a multi-entity company — the close on a published calendar, filings and taxes never missed across every state, books that hold up to anyone who looks.

Consolidating three businesses onto one financial platform — one chart of accounts, POS and payroll integrated, consolidated numbers with no manual assembly. Youll run the implementation yourself: vendor directed, milestones held.

Writing the controls a growing network runs on — cash handling, spending authority, fraud prevention — designed so a hundred locations run as tightly as five.

Building cost and unit economics for everything the company sells and runs, across every business line and revenue stream — and choosing the right units to measure the business by.

Improving profitability as standing work: pricing reviewed against true cost, spend kept lean, margins and returns pushed up through decisions the numbers make obvious.

Partnering every function on the money side of their decisions — site economics for expansion, incentive structures, salary structuring, pricing floors. They bring rough questions; you bring back worked models; they make the call.

Producing the numbers the company runs on — cash flow, P&L by location, budget versus actual, unit economics, franchise partner statements — each on a fixed date, with everything that leaves the building held to a sharper bar.

Owning cash across every entity — position known at any moment, payments directed, working capital and banking relationships kept ready — and running the budget and rolling forecast that tell us the growth plan is affordable long before we commit.

Building and growing the team that does all of the above.

• What were looking for

Youve done this before — run a finance function through a growth phase, not just a ledger. Multi-entity, multi-state experience is expected; multi-location or franchise businesses are a serious plus.

You are strong on both halves of finance, and we mean both. The close, the compliance calendar, the controls — youve run them well enough to design them for scale. And the commercial half — costing, unit economics, business models, forecasts — youve built these where they didnt exist. Most finance leaders are good at one of these. This role needs both, in the same person, in the same week.

Youve owned a systems implementation end-to-end — selection, vendor, migration, go-live — and it landed. You automate what you touch, and youve improved your own workflow with AI in the last year, with a before-and-after you can show.

You know when to bring in a specialist — tax, systems, banking — and how to get full value from them: you appoint, you brief, you stay accountable for the result.

You build teams. You hire on merit, coach as standing work, run performance seriously, and grow people until the function runs on their strength, not your presence.

CA, CMA or a Finance MBA, with 12+ years in finance — most of them in operating businesses, not advisory. Thats the base. What were actually hiring is the judgment built on top of it.

Financial Planning & Analysis (FP&A) | Financial Strategy | Multi-Entity Finance | Budgeting & Forecasting | P&L Management | Cash Flow Management | Costing & Unit Economics | Financial Controls | Tax & Compliance | Franchise Finance | ERP Implementation | Business Finance