We are looking for a senior CFO to lead and take full ownership of the financial agenda across the privately owned technology companies Keen Software House and GoodAI.

This is not a role for someone who waits to be assigned individual finance tasks or primarily manages and executes work defined by others. We are looking for a financial leader who owns the financial direction, builds a complete picture of the group, identifies material problems and opportunities before the CEO has to ask, sets clear priorities, makes sound decisions within the agreed scope, and drives others to deliver.

The right person will act as a long-term financial partner to founder and CEO Marek Rosa. They will understand the full financial, accounting, tax and financing situation of the group, propose practical solutions and drive important matters through to completion. Their leadership should give the CEO confidence that the right issues are being addressed, risks are identified early and the entire financial agenda is firmly under control.

Ownership in this role is not a buzzword. The central question is simple:

Do you understand the financial situation of the group well enough to identify its risks, priorities and opportunities, and handle them reliably without the CEO needing to push you?

About the role

External accounting firms handle bookkeeping, filings, payments and routine administration. As a CFO, you will sit between the CEO and these external providers. You will manage their work, challenge it where necessary and ensure that important matters are completed correctly and on time.

You will not be expected to personally perform routine bookkeeping. You will, however, be accountable for making sure the entire finance function works.

The role is expected to require approximately 30 hours per month once the cooperation is fully established, depending on the situation. A higher level of involvement may be required during the initial diagnostic, transition and handover period.

We are looking for a long-term partner, ideally for several years, rather than a consultant who delivers an analysis and then leaves.

Your impact

You will give the CEO a reliable and understandable view of the entire group’s financial position.

You will make sure that:

the group has a complete and accurate financial overview;
important risks and obligations are identified before they become urgent;
reporting is reliable, understandable and delivered on time;
accountants, tax advisers, auditors, banks and other external partners have clear ownership and deadlines;
financing, covenants, repayments and refinancing requirements are actively managed;
tax, audit, closing and statutory obligations are planned sufficiently in advance;
material intercompany balances, loans, receivables and interest are properly understood and resolved;
decisions requiring CEO involvement are presented with sufficient context and a clear recommendation;
important work does not remain unresolved because “someone is waiting for someone else.”

Key responsibilities

Group-level financial ownership

Build and maintain a complete overview of the financial, accounting and tax situation across all relevant group entities.
Understand how the individual companies and financial relationships connect.
Identify material gaps, inconsistencies, risks and unresolved historical issues.
Maintain clear ownership, priorities and deadlines across the entire finance agenda.
Proactively identify matters that require attention rather than waiting for the CEO to raise them.

Financial reporting and CEO communication

Establish reliable monthly management reporting that explains what is happening in the business.
Translate financial information into clear CEO-level conclusions, risks and recommendations.
Distinguish material issues from operational details.
Prepare one focused monthly CFO meeting covering:

what was completed;
what changed;
current financial performance and cash position;
key risks and upcoming obligations;
decisions required from the CEO;
the CFO’s recommended course of action.

Ensure that numbers are reconciled, explained and trustworthy before they are presented.

The CEO should not need to work through raw spreadsheets to determine what the numbers mean.

Accounting and external-provider oversight

Manage the relationship with the external accounting firm.
Clarify and maintain the agreed scope, responsibilities, pricing and delivery standards.
Review the quality and timeliness of the accountants’ work.
Coordinate accountants, tax advisers, auditors, banks and other external specialists.
Resolve unclear ownership between providers instead of allowing tasks to remain blocked.
Make sure documents, payments and signatures are properly prepared and presented with context.
Batch routine approvals wherever possible rather than forwarding random individual requests to the CEO.

Cash, financing and risk management

Maintain a reliable group-level view of liquidity and expected cash requirements.
Oversee cash-flow forecasting and short- and medium-term financial planning.
Monitor bank loans, revolving facilities, covenants, repayment schedules and refinancing requirements.
Identify financing risks early and propose appropriate solutions.
Support negotiations and communication with banks and other financing partners.
Evaluate the financial impact of major business decisions and investments.

Tax, compliance and financial calendar

Establish a reliable 12-month overview of:

tax obligations;
statutory filings;
annual closings;
audits;
loan repayments;
covenant testing;
contract renewals;
other material financial deadlines.

Coordinate tax advisers and ensure that recommendations are understood and implemented.
Identify unnecessary tax costs, unresolved exposures and areas requiring further analysis.
Ensure that historical intercompany loans, receivables, interest balances and related tax implications are properly reviewed and addressed.

What success looks like

Within the first months of cooperation:

the CEO has one clear and reliable overview of the whole group;
the largest financial risks and unresolved issues have been identified and prioritised;
every important finance task has a clear owner and deadline;
there is a reliable calendar of upcoming financial, tax, audit and financing obligations;
monthly reporting provides an understandable explanation of performance, cash and material changes;
the work of accountants and other external providers is actively managed;
overdue matters are being driven to resolution;
the CEO receives concise conclusions and recommendations rather than unprocessed information;
important issues no longer depend on the CEO remembering, assigning or repeatedly following them up.

Your first 30 days

During the initial diagnostic period, we expect you to:

Build a complete map of the group, its entities, financial relationships, advisers, banks, financing agreements and reporting processes.
Review the current accounting, reporting, tax and financial-planning setup.
Identify the largest financial, operational, tax and compliance risks.
Create a prioritised action plan with owners, deadlines and recommended decisions.
Establish a reliable financial calendar covering at least the next 12 months.
Review the status of bank facilities, covenants, repayments and refinancing requirements.
Review material intercompany balances and unresolved historical items.
Deliver a complete, reliable and CEO-ready monthly financial report. The report must clearly explain the group’s financial situation, material changes, risks and required decisions without requiring the CEO to interpret raw spreadsheets or unexplained figures.
Clarify the division of responsibilities between the CFO, accountants, advisers and the CEO.
Drive the highest-priority historical financial, contractual and tax matters to final resolution, including unresolved legacy balances, receivables and external-provider arrangements.

We are not looking for someone who produces a list of historical issues and then waits for other parties to act. We expect you to take ownership of each material issue and drive it through to final resolution.

During the initial 30 days, you should resolve all matters that need to be closed, remove avoidable blockers and force clear decisions on issues that have been delayed. Where completion depends on an auditor, bank, accountant or adviser, you will remain responsible for actively managing the process, escalating delays and pursuing alternatives until the matter is closed.

Who we are looking for

You are likely to succeed in this role if you have:

Knowledge of the Czech accounting, banking and tax environment, together with Czech or Slovak language skills
substantial senior experience as a CFO, Group CFO, Finance Director or equivalent;
experience taking responsibility for the finances of a multi-entity group;
strong understanding of management reporting, cash flow, financial planning and financial controls;
practical experience with bank financing, loan covenants, refinancing and lender communication;
experience managing accounting firms, tax advisers, auditors and other external providers;
the ability to diagnose incomplete or unreliable financial processes and improve them;
strong judgment and the ability to separate material risks from minor operational details;
a track record of driving complicated, cross-functional matters to completion;
the confidence to challenge incorrect information or inadequate work;
the ability to communicate complex financial matters clearly to a non-financial CEO;
a hands-on approach combined with senior-level strategic thinking;
professional English
Get shit done quickly attitude!

Experience with privately owned technology, software, gaming, AI, research or investment groups would also be valuable.

What this role is not

This is not:

an outsourced bookkeeping role;
a financial-administration or finance-assistant position;
a role where the CEO assigns and follows up individual tasks;
an advisory engagement that ends after the initial analysis;
a position focused mainly on producing complex spreadsheets or presentations;
a role where responsibility is repeatedly passed between accountants, advisers and internal stakeholders;
an arrangement where a senior partner sells the service but the actual work is delegated to junior consultants without clear accountability.

Engagement

Long-term external or fractional CFO cooperation.
Expected regular involvement: approximately 30 hours per month after the initial setup.The involvement can go higher if needed.
Greater involvement may be required during the diagnostic and handover period.
Planned start: September 2026.
Remote, with occasional onsite visits to Prague if needed.
Indicative availability and pricing should be included as part of the application.