Head of Finance (CFO-track)

Stockholm | April 2026

PubliX Group AB is a PE-backed Nordic buy-and-build platform acquiring vertical market SaaS businesses that serve public sector clients. Backed by Aspira Partners, we are building a group of complementary software businesses for municipalities, government agencies, and public institutions across the Nordics and wider Northern Europe.

Our current portfolio includes Tidvis, digiPlant, Aspicore, Koivu Solutions, and Embrace Safety. With 5+ acquisitions planned annually, the financial infrastructure we build now will be the backbone of a significantly larger group within two to three years.

This is a CFO-track appointment made deliberately early. The right person, given the mandate, the platform and the results, will grow into the CFO role PubliX needs at scale. This is a change in joining before the complexity is fully formed, owning the build from the start, and being rewarded for growth as much as for execution.

You will be a member of the group management team alongside the CEO, Head of M&A, and CTO. The role spans the full finance spectrum: statutory compliance, the MBR/QBR operating cadence, financial data infrastructure, M&A financial due diligence, bank financing, and legal. Alongside the group-level work, you will act as a strategic sounding board for the OpCo CEOs on financial matters, building the kind of trusted relationships that make a portfolio genuinely coherent rather than just a collection of companies.

We are realistic about sequencing. The first priority is a finance function that works. Then we build on top of it.

Months 1-3

Get the foundations right and outline the operating model

Statutory compliance across all entities. Audit and bank relationships established. Working MBR cadence in place. Deep understanding of each OpCo's books and accounting setup. First assessment of the buy vs. build question on group accounting infrastructure, and a proposed blueprint for transitioning from the current locally decentralised model toward a future centralised one.

Months 3-9

Implement the operating model

Harmonised management accounting (GM1/GM1a/GM2) rolled out. Consolidation layer and BI tooling live. Decentralisation-to-centralisation transition underway with clear sequencing. Buy vs. build decisions made and acted on. M&A integration playbooks built and tested on new acquisitions. External legal counsel relationships structured and managed. Initial involvement in bank financing dialogue.

Months 9-18

Refine and improve

Operating model stress-tested against a growing portfolio. Centralisation progress assessed and adjusted. Finance team hiring plan activated. AI-assisted workflows embedded. Quality of financial insight to the board and OpCos materially raised.

Month 18+

Lead strategically

Long-range financial planning. Full group finance team in place and operating model stabilised. Growing ownership of bank financing relationships. Adjacent functions (IT, HR) considered for consolidation under this role depending on team composition. Exit readiness and value creation work with Aspira. CFO transition, performance permitting.

Compliance, Accounting and Control

o Group statutory reporting, consolidation, and audit relationships across all entities

o Local GAAP compliance across SE, FI, UK, NL and DE, working with external accounting providers

o Bank credit facility reporting, covenant compliance, and growing ownership of bank financing relationships as the portfolio matures

o Group-wide financial controls, approval frameworks, and entity governance

Business Control and Operating Cadence

o Own the MBR and QBR cycle end to end: data, analysis, and board narrative

o Harmonised management accounting (GM1/GM1a/GM2) enabling like-for-like tracking across the portfolio

o Group budgeting, rolling forecasting, and long-range financial planning

Data, Analytics and Finance Technology

o Design and implement the group finance operating system: consolidation layer, BI tooling, automated reporting

o Financial data standards that make each new acquisition faster to onboard than the last

o AI-assisted workflows within the finance function, in collaboration with the CEO and CTO

Finance Operating Model and M&A

o Lead financial PMI stream and actively contribute in financial due diligence on acquisitions: quality of earnings, accounting policy review, and financial risk assessment

o Own the finance-side integration workstream post-close, including chart of accounts alignment and 100-day finance plans

o Assess and decide the buy vs. build question on group accounting infrastructure, and lead the transition from the current locally decentralised model toward an appropriate degree of centralisation

Legal and Stakeholder Management

o Primary interface for group legal matters, managing external counsel on contracts, corporate governance, and regulatory questions

o Build and lead the group finance team as the portfolio scales

o Primary finance interface for OpCo CEOs, Aspira Partners, Nordea, auditors, and advisors

o IT and HR functions may consolidate under this role over time depending on group team composition

The package is structured in three parts, with equity upside as the headline element for the right candidate.

Management Incentive Plan (MIP)

As a core member of the PubliX leadership team, you participate in the MIP. PubliX is a PE platform built for exit. At 5+ acquisitions per year and a four to five year exit horizon, the value creation potential is real and the MIP is structured to reflect it.

o Competitive base salary, dependent on experience with a structured step-up tied to group EBITDA milestones as the platform scales

o Annual performance bonus (STI) linked to individual and group targets, agreed at the start of each year

o MIP equity participation with upside tied directly to exit value, discussed in full during the process

We are not looking for a finished CFO. We are looking for someone on that trajectory: someone who has built their experience deliberately, layer by layer, and is ready to bring it all together in a single ownership role.

The backgrounds that prepare someone well for this role tend to follow a recognisable path. You do not need all of these, but the strongest candidates will have touched most of them:

Background

Why it matters here

Audit (Big 4 or equivalent)

Technical rigour and multi-entity exposure. Teaches you to ask hard questions of a set of books and find the answers.

Transaction Advisory (TAS / M&A)

Financial due diligence, quality of earnings, deal structuring. You have been on the other side of the table from a platform like ours.

Management Consultancy

Operating model design and structured problem-solving. Finance as a strategic asset, not just a reporting function.

Business Control / FP&A

Ownership of budgeting, forecasting, MBR/QBR cadence, and board reporting. The commercial engine room.

Head of Finance

Full ownership of a finance function: people, processes, compliance, and strategy. Proof that it all translates into leadership.

What matters most is that your experience has been additive. A candidate who has gone audit to TAS to business control to Head of Finance is far more interesting than one who has deepened a single specialism, however accomplished.

o 6 to 10 years of progressive finance experience across at least two or three of the archetypes above

o Comfortable owning both compliance and commercial finance as a single discipline

o Experience in financial due diligence or transaction advisory, whether as an advisor or on the buy-side

o Experience designing or transitioning finance operating models, including the centralisation vs. decentralisation trade-off

o Comfortable managing external legal counsel and handling routine corporate legal matters

o Experience working with boards, PE investors, or senior external stakeholders including banks and auditors

o Fluent in English and Swedish. Finnish is a strong advantage given the composition of our current portfolio

o Based in or willing to relocate to Stockholm

o Accounting qualification (ACA, ACCA, CPA or equivalent) is a plus, particularly if your path started in audit or TAS

o Solid working knowledge of AI tools as a lever for building a modern, lean finance function

Builder

Energised by greenfield, not unsettled by it.

Breadth-oriented

You have chosen roles that made you more complete, not just more senior.

Commercially curious

You think about the business behind the numbers.

Pace-tolerant

5+ acquisitions per year is not a steady-state environment.

Upside-motivated

You think in 4-5 year horizons and want to own a piece of what you help build.

Low ego

This team is lean. The right person works at every level.

Reports to

CEO, as part of a four-person group management team (CEO, Head of M&A, Head of Finance, CTO)

Location

Stockholm, Sweden (hybrid flexibility)

Portfolio scope

5 companies across Sweden, Finland, UK, Netherlands and Germany

Backed by

Aspira Partners

Acquisition pace

5+ per year targeted

Compensation

Competitive base + annual bonus (STI) + MIP equity participation

Career path

Head of Finance growing into CFO as the portfolio scales, for the right candidate