About the role
More than one million people in the United States today are fighting blood cancer. While a traditional allogeneic stem cell transplant has been the best hope for many, the transplant itself can prove fatal or lead to serious conditions, such as graft vs. host disease. Orca Bio is a late-stage biotechnology company redefining the transplant process by developing next-generation cell therapies with the goal of providing significantly better survival rates with dramatically fewer risks. With our purified, high-precision investigational cell therapies we hope to not only replace patients' blood and immune systems with healthy ones, but also restore their lives. Position Summary: Reporting into our CFO & Head of Strategy, the (Senior) Director, FP&A (depending on experience) will lead financial planning, forecasting, and reporting at Orca Bio, building upon our existing FP&A processes to scale into a commercial-ready function. This individual will serve as the functional leader for FP&A and is a highly visible, hands-on leader responsible for evolving our structure, processes, and financial rigor in a fast-growing, pre-commercial biotech environment.
The role partners closely with Clinical Development, R&D, Manufacturing Operations, Medical Affairs, and Commercial leadership to drive budgeting, forecasting, and decision support across the organization. This position will focus on core FP&A
responsibilities (budgeting, forecasting, and operational finance), while partnering with leadership and adjacent functions on longer-term strategic and valuation-related initiatives. \n
Responsibilities Own company-wide budgeting, forecasting, and monthly/quarterly actuals analysis, including variance analysis vs. plan Own the company’s financial forecast and ensure accuracy, consistency, and alignment across functions Enhance existing FP&A processes, reporting cadence, and financial infrastructure to support commercial launch Lead financial planning across R&D, Clinical, Manufacturing, and Commercial functions Own commercial financial planning, including revenue forecasts, patient flow models, and demand assumptions, in close partnership with Commercial leadership Partner with Accounting to align on cost visibility, including manufacturing economics and COGS drivers Develop long-range financial models to support strategic planning, investment decisions, and Board-level discussions Partner with functional leaders to track performance against plan and drive accountability for financial targets Translate financial results into clear, actionable insights for executive leadership
