Group Chief Financial Officer — Home-Care Division

The mandate

A home-care division is growing through online marketplaces, discount retailers and value-oriented formats while traditional grocery remains its largest base. Reported channel margins do not reconcile cleanly. Marketplace fees, retail media, fulfilment, returns, chargebacks and promotional funding sit in different accounts, and customer teams use gross-to-net assumptions that lag actual trading. Some fast-growing revenue is consuming cash and supply capacity without creating acceptable contribution.

The division is also investing in concentrated formats and packaging changes that alter manufacturing, freight and price architecture. Customer negotiations are being prepared before the portfolio and channel economics are settled. The board wants finance upstream in those decisions, with a common view of realised price, volume, mix, trade spend, service and working capital by customer and SKU.

The Group Chief Financial Officer will own the financial operating system and act as a strategic partner to the Chief Executive and board committee. The remit covers P&L, capital, net revenue management, planning, accounting, tax, treasury, controls, customer economics and performance. The CFO must expose value leakage without treating every promotional investment or new channel as inherently unattractive.

Approximately 825 employees and material partners fall within the broader division. This urgent new role is on site in Amsterdam and involves international market and customer engagement. The CFO will lead finance through a shift that changes commercial incentives, supply choices and data as much as reporting.

Why this seat is open

Finance is currently split between group control and regional business partners. The channel shift revealed inconsistent definitions and no single executive accountable for full customer and channel economics. The board has created a divisional group CFO seat rather than adding another central analysis team.

What you will own

• Build net revenue and contribution reporting by brand, SKU, customer and channel, including trade, media, fees, fulfilment, returns, penalties and cost to serve.
• Control a P&L and capital perimeter above EUR 700 million and lead finance partners across an approximately 825-person organisation.
• Reset customer and promotional investment governance with pre-agreed objectives, baselines, post-event evidence and authority.
• Establish marketplace economics and controls across seller models, inventory, price, advertising, returns, tax, cash and platform deductions.
• Integrate packaging and concentrated-product investment with customer assortment, manufacturing, freight, price and working-capital consequences.
• Lead accounting, tax, treasury, audit and control across markets and channels, including revenue recognition and accrual quality.
• Build demand, inventory and cash scenarios that distinguish genuine consumer offtake from retail or marketplace inventory movement.
• Redesign finance capability and commercial incentives around realised contribution and cash rather than gross revenue or shipment.

The first 12 months

• Days 1–90: Reconcile customer and channel P&L, trade accruals, platform deductions, inventory and cash. Identify the largest leakage and growth illusions, establish temporary investment authorities and align the board on economic definitions before annual negotiations conclude.
• Months 4–9: Implement customer contribution and promotion governance, reset weak terms and integrate marketplace data. Reallocate spend and supply to proven channels and ranges, support packaging choices with full economics and close audit or control gaps in revenue and deductions.
• Months 10–12: Demonstrate improved realised price, contribution and working capital in selected channels, accurate accrual and forecast cycles and a funded three-year plan. Establish successors across control, commercial finance and planning and retire parallel spreadsheets where durable systems now work.

What the board will measure

• Customer and channel contribution after all trade, media, fulfilment, returns and service cost.
• Gross-to-net and promotional accrual accuracy, with fewer quarter-end deductions and unexplained true-ups.
• Marketplace growth converted into cash and contribution, not gross merchandise or shipment volume alone.
• Trade and retail-media investment delivering defined offtake, distribution, price or retention outcomes.
• Inventory and working capital aligned to consumer demand and channel lead times, with lower slow and stranded stock.
• Finance controls and leadership depth supporting decisions without excessive manual reconciliation.

The person

You are a group or divisional CFO, consumer-goods finance leader or commercial finance executive with at least 28 years of experience. You have managed a material channel shift involving grocery, discount, e-commerce or marketplaces. You have owned a P&L of at least EUR 600 million and led at least 100 finance professionals in a multi-market business.

You understand gross-to-net, trade, promotions, retail media, customer terms, fulfilment, returns and working capital at transaction and decision level. You have challenged fast-growing revenue after full channel cost and can show what commercial, supply or portfolio action followed.

Relevant backgrounds include home care, personal care, food, consumer health or other high-volume branded categories. Retail or marketplace candidates may qualify with manufacturer economics and control depth. A corporate controller background alone is insufficient without customer and portfolio decisions.

The role is on site in Amsterdam with international travel. Candidates elsewhere may qualify with relocation and European consumer experience. The CFO must bring financial discipline without using it to centralise every commercial judgement or suppress strategically valuable experiments.

Compensation and terms

The board has set a EUR 410,000–590,000 base range, accompanied by annual incentive and long-term participation. Measures will cover contribution, cash, trade investment, forecast integrity, controls and leadership. This is a permanent urgent new role. Relocation and substantiated forfeited awards may be considered.

Confidentiality

The client, brands, customers, terms and channel economics are confidential. Identifying material will be shared only after relevance and protection are established. Candidates must not approach retailers, marketplaces or employees to infer the business.

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