Chief Financial Officer

THE COMPANY

Torpedo Entertainment is a B2B iGaming technology group. We build and operate the infrastructure that online casino and sportsbook operators run on: a player account management platform, a games aggregation layer carrying more than 7,500 titles from over 100 studios through a single API integration, sportsbook, turnkey casino, business intelligence, managed services and dedicated hosting. We also own and operate our own game studio.

Our model is aggregation-first and studio-neutral. Operators connect once and reach the whole catalogue, and can take as much or as little of the surrounding platform as they need, from a single content feed through to a complete managed casino and sportsbook. We hold several gaming licences and supply operators across regulated and emerging markets worldwide.

We are a little over one hundred people across five offices, plus a network of development and studio partners. We are privately held, profitable in our core lines, and small enough that individual hires visibly change the trajectory of the business.

This is not a stewardship CFO role in a mature business. It is a build. Finance is currently covered by a recharged support service arrangement from the wider group, with a Financial Controller in place operationally. You will inherit that, plus a set of entities across several jurisdictions and an incomplete control environment, and you will be expected to turn it into a finance function that a Tier-1 regulator, an external auditor and an incoming institutional counterparty would each be comfortable with. On your appointment, financial sign-off becomes internal and independent.

THE MANDATE

Build the function

• Stand up an independent group finance function: chart of accounts, consolidation, month-end close calendar, delegated authority framework, segregation of duties and four-eyes controls on payments.
• Lead and develop the Financial Controller, and build the finance team behind him as volume justifies it: treasury, revenue assurance, payables and regional accounting.
• Select and implement the finance systems estate. We expect a recommendation on ERP, consolidation and reporting tooling, with a serious view on automation and AI-assisted close and reporting rather than more headcount.

Own the numbers

• Group consolidation and statutory reporting across multiple entities and every jurisdiction the group operates in.
• Manage the external audit end to end, and the relationship with auditors, tax advisers and corporate service providers.
• Intercompany accounting, transfer pricing policy and documentation across a group with development, studio and commercial functions in different jurisdictions. This is a live area of exposure and it needs proper ownership.
• Corporate tax, gaming duty, VAT and place-of-supply treatment for B2B gaming services, and the permanent establishment and payroll questions raised by a remote commercial team.
• Monthly management reporting and board pack, with commentary a non-financial director can act on.

Own the cash

• Treasury, liquidity, cash forecasting and working capital across the group. Our revenue model (revenue share, licence fees and managed services) makes collection and revenue assurance a live discipline, not an afterthought.
• Banking and payment service provider relationships. Gaming is a difficult banking sector; maintaining and widening our banking access is part of the job.
• Revenue assurance across the aggregation supply chain: reconciling operator settlement, studio royalties and platform fees so that both what we collect and what we pay out are provably right.
• Where the business handles digital assets, the treasury policy, custody arrangements, valuation approach and AML controls that must sit around them.

Support the strategy

• Financial planning and analysis: budget, rolling forecast, scenario modelling and the unit economics of each product line: aggregation, PAM, sportsbook, managed services and studio content.
• Build the commercial pricing framework with the Head of Commercial, so that deal terms are priced against real margin rather than negotiated on instinct.
• Corporate development: financial due diligence, valuation, deal structuring and post-completion integration on acquisitions and co-investments. This is an active area for the group and you will be central to it.
• Shareholder and board reporting, distribution policy and any future financing or investor process.

Carry the regulatory obligations

• Own the financial side of our licensing obligations and, where a licence names a finance key function holder or approved person, discharge those duties. We will be explicit about this before offer.
• Meet ongoing regulatory obligations across our licences: periodic financial and operational returns, audited financial statements, and evidence of continuing financial standing.
• Work with the Chief Legal and Compliance Officer on the AML and CFT framework as it touches finance, on economic substance requirements, and on corporate governance across the group.

THE FIRST TWELVE MONTHS

• Complete a full assessment of the current finance position within sixty days: entities, balances, exposures, control gaps and anything that would not survive an audit or a regulatory review.
• Bring the financial elements of our licensing evidence up to the standard a Tier-1 regulator expects, in step with Legal and Compliance.
• Transition finance off the group support arrangement, with independent internal sign-off in place and documented.
• Close the first full year under your ownership with a clean audit and no material findings.
• Publish product-level unit economics for every line of the business, so the Executive Committee can see where margin is genuinely made.
• Put a rolling three-year model in front of the board that the commercial plan and any corporate development activity can both be tested against.

WHAT YOU WILL BRING

Essential

• A qualified accountant (ACA, ACCA, CIMA or an equivalent recognised qualification) with at least twelve years post-qualification experience and a meaningful period at CFO, Deputy CFO or Group Finance Director level.
• Proven ownership of a multi-entity, multi-jurisdiction group: consolidation, intercompany, transfer pricing, statutory reporting and external audit.
• Experience in iGaming, betting, payments, fintech or another licensed, regulated sector. You must understand what it means for finance to sit inside a regulated perimeter.
• A track record of building a finance function rather than only running one: controls, systems, process and people, from a low base.
• Strong treasury and banking capability, including managing banking relationships in a sector where access is not automatic.
• Genuine FP&A depth: modelling, scenario planning and the ability to explain unit economics to commercial colleagues who do not think in accounting.
• Presence with a board and a shareholder. You will be asked for a view, and you will be expected to hold it under challenge.
• Willingness to be resident in or substantially present on the Isle of Man. The regulatory structure and the substance requirements make this non-negotiable; we will discuss the practical arrangement openly.
• Fluent English, written and spoken.

Strongly advantageous

• Direct working knowledge of the Isle of Man corporate, tax and economic substance environment.
• Experience as a named key function holder or approved person under a Tier-1 gambling or financial services regulator.
• B2B revenue models (revenue share, minimum guarantees, licence fees and managed services) and the revenue assurance discipline they demand.
• Mergers and acquisitions experience: diligence, structuring, completion accounts and integration.
• Digital asset treasury and the AML controls around it.
• ERP implementation experience, and a real interest in automation and AI applied to the close and to reporting.
• Big Four training.

HOW WE WILL MEASURE YOU

• A clean audit with no material findings, and a close calendar that lands on the day it says it will.
• Licence conditions met without financial findings, and every regulatory return filed accurately and on time.
• Independence from the group support arrangement achieved on schedule.
• Forecast accuracy: the variance between what you told the board would happen and what did.
• Cash conversion, days sales outstanding and the integrity of settlement across the supply chain.
• Gross margin visibility by product line, and the decisions the Executive Committee took because of it.

WHAT WE OFFER

• A competitive executive package benchmarked against the Isle of Man and wider international gaming market, with a performance bonus. Base, bonus and any long-term incentive will be discussed openly at first interview.
• A seat on the Executive Committee, direct access to the board and the shareholder, and a genuine voice in strategy rather than a reporting line into it.
• A rare opportunity: building a group finance function from a low base rather than inheriting one. Very few CFOs get to draw the lines themselves.
• Relocation support to the Isle of Man where relevant.
• Support for continuing professional development and professional body membership.