CFO (Chief Financial Officer)

At Keep Supply, we're in the business of solving problems — fast. Based in Springfield, Missouri, we're a growing team of people who supply industrial refrigeration parts to customers across the country. When someone's system goes down at 2 AM, we're the ones picking up the phone. When a hard-to-find part seems impossible to track down, we figure it out. That's just what we do. We're rapidly growing — and the reason our customers stick with us comes down to something pretty simple: we genuinely care, and it shows.

We operate using Open-Book Management through the Great Game of Business®. That means our team understands how the business is performing, how their work contributes to the results, and how we all share in the success.

We are a fast-moving, operationally sharp team built on the belief that great work speaks for itself. We're in the business of supply — and we take that seriously, from the products we source to the people we put on the floor.

Our culture runs on six principles: be a pro, give your best, be humble, assume the best, be part of the solution, and best to deal with it. No corporate fluff. No half-measures. Just a team that shows up, does the work, and holds each other to a high standard.

At the heart of Keep are a simple Why and Mission that guide how we think about our business, our customers, and our people:

Our Why: We believe Keep can be an impactful platform that makes lives better.

Our Mission: Be the best part.

The Role

Financial execution here is strong, thanks to the team already in place. What's next is building the strategic layer on top of it: a forward-looking forecast, capital discipline, and the kind of financial partnership that shapes decisions before they're made.

You'll work directly with the President and CEO. You'll own the monthly close and actuals-vs.-plan cadence. You'll hold the business accountable to its numbers. And you'll push on ROI when the numbers don't support a decision.

What You'll Own

●      Own the monthly close and the finance function. Run the close on a tight, predictable cadence; support the success of the controller and the finance team; keep the numbers clean enough that the rest of leadership trusts them without re-checking.

●      Manage key external stakeholders. Build trusted relationships with banking partners, lenders, auditors, and the Board. Own financial presentations and communications, providing clear insights into performance, risks, opportunities, and capital needs.

●      Build the forecast and run actuals-vs.-plan. Improve the business's bottom-up budgeting and forecasting process driven by operating assumptions. Partner with functional leaders to gather their input, develop plans, pressure-test assumptions, and identify the key drivers of performance. Lead monthly actuals-vs.-plan reviews, highlighting variances, root causes, and actions needed to close gaps.

●      Serve as a strategic financial partner to leadership. Help the leadership team make sound decisions by bringing financial rigor to the company's most important opportunities and tradeoffs. Evaluate investments in inventory, sales, marketing, hiring, technology, and growth initiatives; quantify risks and returns; challenge assumptions; and provide clear recommendations. Be a collaborative thought partner who can influence decisions while maintaining the discipline to push back when the economics don't support a course of action.

●      Own the GGOB finance line. Run the finance huddles, keep the open-book scoreboard honest, and help every team member connect their work to how the company performs.

By the End of Your First Year

●      Keep has a bottom-up forecast that leadership actively uses to run the business. Monthly variances are understood, explained, and acted upon.

●      The monthly close is clean and predictable, and the reporting package continues to give leadership what it needs to make confident decisions.

●      You've become a partner that leadership trusts to help the company make thoughtful decisions about its most important capital allocation questions, including how much to invest in inventory, where to place it, and the expected return.

●      A focused set of financial KPIs and a consistent reporting cadence create greater visibility and accountability across the business. Leaders understand the numbers that matter, what drives them, and how to act on them.

●      You've become a trusted advisor to the leadership team and Board, bringing clarity and sound judgment to complex decisions while balancing growth with financial discipline.

How You'll Lead

How we lead matters at Keep. We expect our leaders to model the principles that shape how we work together, make decisions, and develop our teams:

●      The Student Mindset: Stay curious, open to feedback, and willing to learn. Listen well, seek out different perspectives, and approach challenges as opportunities to improve.

●      Extreme Ownership: Take responsibility for outcomes, not just activity. Make thoughtful decisions, follow through on commitments, and step in to solve problems rather than waiting for someone else to own them.

●      Stewardship Commitment: Make decisions with the long-term health of the business, our people, and our customer relationships in mind. Balance today's performance with what will make Keep stronger over time.

●      Decision Rights at the Edge: Create clarity around who owns what and empower the people closest to the work to make good decisions. Give your team room to lead while staying accountable for the overall result.

●      People Fanatic: Invest deeply in people. Hire thoughtfully, set a high bar, coach and develop your team, and create an environment where people can do great work and continue to grow.

●      Gratitude: Bring perspective, resilience, and a constructive mindset to the work. How leaders show up matters, particularly when things are difficult.