Senior Manager - Budgeting, Planning & Financial Analysis. CDU7

Senior Manager - Budgeting, Planning & Financial Analysis - Sports BUFunction: Development Finance & Analysis (DFA)Role PurposeTo support the Director FP&A in the budgeting, planning, project accounting, and performance reporting agenda across the Sports asset portfolio, with a strong grounding in construction and development-stage financial management.The role drives system-led automation and standardisation, with a strong focus on SAP and PRISM, ensuring a single version of the truth for TDC, cash flow, funding, and financial performance. The role acts as the financial integrator between Development, PMO, Commercial, Risk, Treasury, Development teams, and IT.Operating Model AlignmentPlanning & Decision SupportBudgeting & ForecastingProject Accounting & Financial ControlReporting & InsightsRisk & Governance (in coordination with Risk)Systems, Data & TransformationKey Responsibilities1. Budgeting & ForecastingLead annual, multi-year, and rolling budget processes across assets and BUs, covering pre-development, construction and delivery phasesEstablish and maintain TDC baselines, reforecasts, and cash-flow projections, incorporating construction progress and procurement strategiesImplement driver-based budgeting models linking scope, program, procurement, and construction productivity drivers to outcomesOwn budget phasing aligned with construction programs to support funding plans, cash calls, and liquidity managementAlign budgets and forecasts with funding strategies (equity, debt, drawdowns, covenants)Project Accounting & Financial ControlProcess and control project accounting transactions in SAP (in coordination with Finance) & PRISM, including budget uploads, budget transfers, commitment creation, accrual postings, and cost allocationsMaintain commitment and actuals tracking at project, package, and contract level, ensuring timely and accurate capture of construction costsMonitor forecast-to-complete (FTC) and update projections based on certified quantities, executed variations and procurement commitmentsTrack and record TDC movements, including approved budget changes, reallocations and cumulative impact of variation orders and claimsRecord and monitor contingency, inflation and risk drawdowns, ensuring approvals are obtained and reflected correctly in systemsPerform monthly reconciliations between budgets, commitments, actuals, and cash flow, investigating and resolving variancesMaintain complete audit trails for all budget changes, approvals and re-baselining actions in line with governance requirementsSupport internal and external audits by providing transaction-level support, reconciliations and documentationEnsure compliance with financial policies, approval matrices and delegations of authority related to construction and development spend3. Planning & Decision SupportSupport asset feasibility and development-stage business planning, ensuring assumptions on construction cost, revenue, program and lifecycle are realistic and aligned with financial strategyLead option analysis (phasing, packaging, procurement strategy, acceleration/deceleration), quantifying financial trade-offs across development and construction stagesDevelop scenario and stress-testing models to assess impacts of inflation, delays, constructability risks, funding constraints and scope changesSupport stage-gate financial readiness reviews, ensuring affordability, funding, constructability and risk impacts are clearly articulatedPartner with Development, Construction, and PMO teams to translate master programs into financially phased plansReporting & InsightsDeliver consolidated BU-level financial and non-financial reporting across development and construction, including:TDC baseline vs forecast vs actualConstruction cost and progress variance analysisFunding availed vs requiredCash-flow projectionsCommitments, risks, and opportunitiesDesign and deliver management, ExCo, and Board dashboards with clear construction and development narrativesEmbed early-warning indicators (cost overruns, program slippage, cash pressure)Ensure reporting supports delivery and investment decisions, not just complianceRisk & Governance (Coordination Model)Coordinate closely with the central Risk team, ensuring:Consistent risk taxonomy and scoringAlignment with ERM frameworksClear ownership between DFA, Risk, Development, PMO, and ConstructionIntegrate construction and development risk impacts into budgets, forecasts, and dashboardsParticipate in joint risk reviews and stage-gate forumsSupport governance committees with quantified financial impacts of construction and delivery risksNote: Risk ownership remains with the Risk function; DFA provides financial quantification and integration.Systems, Data & TransformationAct as DFA lead for SAP and PRISM across construction budgeting, project accounting, and reportingDrive automation of budget vs forecast vs actual reporting, eliminating spreadsheet-heavy construction cost trackingEnsure seamless integration