Vori is building modern technology for the grocery industry. The company serves independent and regional grocers with tools that help them run more efficient, data-driven businesses.
The careers page positions Vori around a practical, high-ownership culture: small teams, meaningful customer problems, fast learning, and work that matters to real operators in grocery. This CFO req should mirror that tone: clear, direct, builder-oriented, and focused on impact rather than corporate polish.
Vori needs a finance executive who can own both sides of the finance mandate:
External finance leadership — fundraising, investor strategy, board narrative, debt, capital structure, and possible strategic transactions.
Internal finance infrastructure — FP&A, cash planning, accounting foundation, reporting cadence, controls, and operating discipline.
This is not a ceremonial CFO role. It is a hands-on company-building role for someone who can operate at the executive level while still building the finance function from the ground up.
The VP, Finance will help Vori make better strategic decisions, raise and allocate capital effectively, and build a finance function that gives the company reliable visibility into performance, runway, and tradeoffs.
The right person will be a trusted partner to the CEO and leadership team, a credible voice with investors and the board, and a builder who can turn messy operating reality into clear financial strategy.
Bring an elite level of financial rigor to our business
Build internal and investor-facing financial models, narratives, and materials
Lead or co-lead fundraising processes
Manage diligence, financial data rooms, and investor follow-up
Own capital strategy in partnership with the CEO
Advise on valuation, dilution, timing, runway, and financing strategy
Evaluate venture debt, credit, or other financing options where relevant
Own the board financial package
Translate company performance into a clear financial narrative
Prepare investor updates and financial reporting
Build credibility with current and prospective investors
Help the leadership team understand financial tradeoffs before they become board-level issues
Build and own the company operating model
Own budgeting, forecasting, scenario planning, and variance analysis
Build the planning cadence across departments
Partner with GTM, Product, Operations, and People on financial plans
Analyze revenue, gross margin, burn, runway, customer economics, and sales efficiency
Turn strategy into a financial plan the company can execute against
Build the accounting and controllership foundation
Manage outsourced accounting or hire internal accounting leadership when needed
Ensure accurate monthly close and clean financial statements
Improve AP, AR, payroll, revenue recognition, and department coding
Create the finance systems and reporting infrastructure needed to scale
Build lightweight but effective spend controls and approval processes
Support or lead M&A analysis, strategic partnerships, or transaction evaluation
Model acquisition, partnership, or financing scenarios
Help evaluate build/buy/partner tradeoffs from a financial perspective
In the first 90 days:
You’ve build a rigorous and workable company financial model
You’ve implemented an intelligent architecture for our capital including hardware financing
Cash, runway, burn, revenue, gross margin, and hiring scenarios are clear
Board reporting is cleaner, more consistent, and more strategic
Accounting and close gaps are fixed
you have a a clear finance org design and hiring roadmap
In the first 6 months:
The company has a repeatable forecasting and planning cadence
Leadership has regular budget vs. actuals visibility
Investor and board materials are CFO-grade
Capital strategy is explicit and tied to operating milestones
FP&A is supported by cleaner accounting data and operating inputs
In the first 12 months:
Vori has a scalable finance function
The company is better prepared for fundraising, debt, or strategic options
Leadership can make faster, higher-confidence capital allocation decisions
Finance is a strategic function, not just reporting support
You are a hands-on startup VP or CFO-caliber finance leader who has operated in high-growth, venture-backed environments. You have enough strategic finance depth to lead capital markets work and enough operating finance discipline to build the function yourself before the team is large.
You are likely to be a strong fit if you are a:
Capital Markets Athlete
Strong mastery of the venture landscape and its powerplayers. Understands valuation mechanics. Reverse engineers toward Series C and beyond. Designs the forward narrative, metrics, and capital structure proactively.
Operator First, Accountant Second
Partners deeply with GTM, product, and ops. Drives pod productivity, contribution margin,
payments economics, and activation velocity.
Builder DNA (Series B to C Muscle)
Has scaled from early chaos to structured growth. Builds the financial operating system. Thrives in ambiguity without late-stage dependency. A strong bias toward invention.
Cultural Force Multiplier
Raises standards across the org. Builds trust with board and exec team. Increases institutional gravity. Can as fluently speak to our sales leader as any engineer or product lead.
Additionally, you’ve led or materially co-led a venture financing process
Built board and investor-facing financial narratives
Owned FP&A, operating models, budget cycles, and cash forecasting
Worked with debt, structured financing, M&A, or strategic transaction analysis
Built or scaled a finance function in a startup
Managed accounting, controllership, or outsourced finance partners
Partnered directly with founders, CEOs, boards, and investors
Operated in SaaS, vertical SaaS, commerce infrastructure, payments, logistics, grocery, retail tech, or another operationally complex software business
This is probably not the right role for someone who is:
A late-stage VP who only wants to manage a large team
A pure controller without capital markets or strategic finance depth
A fundraising advisor who does not want to own operating finance
A banker who has not operated inside a company
A finance leader who needs perfect systems before creating value
Someone who wants the VP title but not the hands-on building work
The VP should initially build a lean finance function around:
FP&A / Strategic Finance Lead
Controller or Accounting Lead
Finance operations / systems support as complexity grows
Outsourced accounting support until the work requires full internalization
The CFO does not need a large team on day one, but they should know what team is needed, in what order, and why.
Vori is the only modern operating system for the grocery industry, giving small and mid-sized supermarkets a performance edge to compete against retail giants and combat macroeconomic forces such as inflation, the labor crisis, the rise of e-commerce, and supply chain issues. Vori’s grocery OS combines inventory management workflows and a modern point-of-sale system into a single platform, seamlessly connecting data across the food supply chain.
By digitizing manual tasks, streamlining operations, and aggregating data into actionable insights, Vori helps grocers make more precise decisions about replenishment buying, retail pricing and margin, product merchandising and promotions, shopper marketing, labor, vendor collaboration, and more. Vori was founded in 2019 in East Palo Alto and is led by Stanford engineers from Space X, Google, and Facebook. Vori proudly boasts a world-class and diverse team with backgrounds in artificial intelligence, machine learning, fintech, logistics, and grocery store operations.
