Vice President, FP&A & Financial Transformation

insitro is looking for a senior finance leader to build and run our FP&A function, and to take what is already an AI-forward finance capability into the next generation of FP&A. We've done the work of embedding AI across finance; this role owns taking that foundation further so the business has seamless access to information and makes faster, better-informed decisions.

Your year-one priorities: move us from a bi-annual budget to a rolling quarterly forecast; make scenario planning routine enough that the Executive Team sees the budget impact of a decision in days, not weeks; extend our AI-enabled, self-serve FP&A capability; and tighten the partnership with Accounting so planning, close, and reporting run as one system.

You'll own the company-wide budget and forecast, the headcount and compensation model, and the financial materials for the Executive Team and Board, and you'll present directly to the Board. You'll partner closely with Research, Platform, Clinical Development, People, and G&A, serve as a standing partner to Accounting leadership, and work tightly with Investor Relations, Corporate Strategic Finance, and Corporate Development to keep the internal plan and the external financial narrative consistent.

Based in South San Francisco, this position reports to the CFO, leads the FP&A team (today, our Director of R&D and Clinical FP&A), and offers an in-person hybrid schedule of three days per week, on average.

Planning, Forecasting & Scenario Analysis

• Own the Planning Cycle: Run the planning calendar end to end, covering the annual operating plan, quarterly reforecasts, and the long-range plan.
• Rolling Forecast: Lead the shift from a bi-annual budget to a rolling quarterly forecast.
• Bottom-Up Budget: Build the annual budget across Research, Platform and Compute, Clinical Development, lab operations, and G&A.
• Scenario Planning: Make scenario planning a standing capability that quantifies the budget impact of decisions before commitments are made.

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