Commercial Manager

Commercial Manager

CFG

Mission

The Commercial Manager exists to give CFG accurate, timely financial reporting that management can actually make decisions on — and to build and lead an admin team capable of running the day-to-day financial and administrative engine of the business without the CEO's involvement. Reporting to the CEO, this is a hands-on, operational finance role responsible for month-end reporting and WIP, payroll, statutory compliance (GST, ATO, superannuation), systems integrity between Uptick and MYOB, board reporting, fleet compliance, and cash management. Success looks like the CEO never having to wonder whether the numbers are right, whether they're current enough to act on, or whether the admin function is under control.

Outcomes

1. Accurate, timely financial reporting that management can rely on for decision-making.

Financial reporting is not just correct — it is current enough, and clear enough, that the CEO and Board can make real decisions on it without waiting, double-checking, or reconciling it themselves. The items below are by-products of this outcome: each exists because it feeds into reporting that is both accurate and on time.

●       Deliver month-end financial reporting and WIP — including cost-to-completes and variations, worked through directly with Project Managers — within seven business days of month-end.

●       Keep Uptick and MYOB fully reconciled and in sync, so job costing and the ledger always tell the same story and reporting is never built on a discrepancy.

●       Deliver accurate, board-ready reporting ahead of every board meeting, with zero rework requested.

●       Maintain a rolling cash flow forecast and actively manage the cash position — cash reporting the CEO can act on ahead of time, not after the fact.

●       Ensure GST is calculated accurately and lodged on time, superannuation is paid on time every quarter, and all other ATO obligations are met without exception — accurate reporting depends on accurate underlying compliance data.

2. Expand and lead a functioning admin team.

This role owns the admin function outright — its people, its output, and its standards — so the CEO is never pulled into day-to-day administrative detail. The items below are by-products of a well-led admin team: they are what a properly functioning team delivers reliably, without needing to be chased.

●       Recruit, develop, and lead an admin team, right-sized for the workload, capable of running day-to-day transactional finance and admin without CEO involvement within 6 months.

●       Ensure payroll runs accurately and on time every pay cycle, with zero compliance breaches.

●       Keep all insurances, licenses, and workers compensation fully current, with zero lapses.

●       Keep the vehicle fleet — registration, insurance, servicing — fully compliant, with zero lapses.

Competencies

Role-Specific

●       Team leadership — can recruit, develop, and hold accountable a functioning admin team. Must be someone who genuinely wants to build capability in others, not just supervise output.

●       Accounting qualification — formally qualified accountant; CPA (or equivalent, e.g. CA) strongly preferred. Comfortable being the technical authority on statutory compliance, financial reporting, and payroll.

●       Operational, hands-on finance operator — does the work rather than delegating it away entirely. This is not a role for someone who wants to direct purely from a distance — the person must be comfortable being in the detail of the numbers, even while leading a team to eventually carry more of that load.

●       Process improvement and efficiency — actively looks for ways to simplify, standardise, and speed up reporting and admin processes rather than just maintaining them as they are. Treats manual, repetitive, or error-prone processes as things to fix, not things to work around.

●       Construction / trade job-costing literacy — understands WIP, cost-to-complete, and variations well enough to work credibly and directly with Project Managers, not just receive their numbers.

●       Systems fluency — confident working across MYOB and job-costing/trade platforms such as Uptick, including reconciling between them and troubleshooting when they fall out of sync.

●       Compliance rigor — treats statutory and regulatory deadlines — GST, ATO, super, insurances, licensing, workers comp — as fixed points that are never missed, not as flexible priorities.

Cultural / Character

●       Works closely and respectfully with existing staff — specifically able to build a strong, collaborative working relationship with the Project Accountant; low-ego and easy to work alongside, not territorial.

●       Resists empire-building — does not seek to grow a large team or operate at arm's length from the work — comfortable being an operational, in-the-numbers contributor rather than a 'director of traffic.'

●       No surprises — proactively flags issues — cash risk, compliance risk, payroll risk — early, rather than letting them surface at month-end or in a board pack.

●       Steady and precise under pressure — trade and construction environments are operationally messy; stays accurate and calm when things are not tidy.

●       Ownership mindset — treats the compliance calendar and the numbers as personally owned outcomes, not tasks to be managed upward.