Financial Analyst, India

This is a remote position.

Financial Analyst, IndiaRemote (India) | Full-Time

Also searched as: Finance Analyst, FP&A Analyst, MIS Analyst, Business Analyst

What would you tell a leadership team about their own business that they have not thought to ask?

On a typical day you might reconcile the weekly scorecard numbers back to Xero and HubSpot before the leadership review in the morning, work through month-end variances with the Financial Controller and draft the commentary after lunch, and send a short written note on why a revenue line moved and what you would do about it before the end of day.

About Contour

We started in 2020 with a handful of students and a belief that great education should not be out of reach. Today we operate across three brands with 8,000+ students and 425+ team members: roughly 100 in India and 325 onshore in Australia. The India team runs publishing, student experience, CRM and technology, operations, and people and culture, and this role sits with the group finance function.

A company growing this fast is steered by the numbers someone puts in front of it each week. This is that seat.

About This Role

You're Contour's first Financial Analyst, and the senior of the first two India-based seats in group finance, alongside an Accountant who runs the transactional side. You own the analytical layer: the monthly reporting leadership reads, the weekly scorecard the business runs on, budget vs actual tracking, and the analysis behind decisions. You report to the Financial Controller, who owns the budgeting and forecasting, statutory reporting, management reporting, tax, and final sign-off of all financial data. Leadership decides which metrics matter; you make them measurable and reconciled, with the explanation attached.

Two things separate a strong hire here from a competent one. First, you're proactive by instinct: when a number moves, you find out why, form a view, and put a recommendation in front of the people who can act on it. You don't stop at what happened, you push to why it happened and what should happen next. Second, you build reporting to run itself, so your hours go into analysis, not copy-paste.

This analytical work has so far been carried alongside other jobs, not owned by one person. You change that: the weekly and monthly rhythm leadership runs on is being set up now, and you build it.

By month three, you own the monthly reporting cycle, the weekly leadership scorecard is live with agreed definitions and targets vs budget, budget vs actual reporting is standing, and at least one of your recommendations has been acted on. What you build here becomes how Contour reads its numbers as it scales.

Where the work lives

• Xero: actuals live here, so your reporting starts from, and ties back to, the ledger.

• Google Sheets: the working medium for models, budgets, and reporting packs, so clean structure and formulas someone else can follow are the baseline.

• HubSpot and Stripe: enrolment and payment data live here, so revenue analysis means joining what the CRM says with what actually settled.

• AI tools: Claude and similar are part of how this team works, so using them to build, draft, and check analysis is expected here, not a novelty.

• monday.com: task status moves here, and keeping yours current is how a remote team sees progress without having to ask.

What You Will Do

• Own the monthly management reporting pack.Build it, run it on a predictable cycle, and make it the version leadership trusts: actuals from Xero, enrolment and revenue from HubSpot and Stripe, with commentary on what changed and why.

• Run the weekly leadership scorecard.One set of numbers, agreed definitions, one source of truth, red-amber-green against targets. You keep definitions tight and figures reconciled so nobody argues whose number is right.

• Track the business against budget.The Financial Controller owns the budget; you own how we track against it. Build the reporting, explain variances, flag material ones early with a view on what to do.

• Analyse enrolments and revenue across the three brands.Volumes, movements, and the drivers across Contour Education, TestPrep, and MedPrep, turned into findings a non-finance leader can act on.

• Answer the questions behind decisions.Sizing an offering, checking if a cost line earns its keep, testing an assumption in the forecast: these land with you and your recommendations go into the weekly review.

• Automate the grunt work.Use Sheets, AI tools, and the BI layer to make recurring reports assemble themselves. The dashboarding toolkit is still being chosen; you will have a real say in it.

• Partner for clean inputs.The Accountant keeps the ledger tight and the data team owns the sources of truth; you work with both so your numbers agree everywhere they appear.

If a better tool exists for something we are doing manually, make the case and we will back it.

Requirements

What You Need

• 3 to 6 years in an FP&A, finance analyst, MIS, or business analyst role, including management reporting you built or ran yourself rather than inherited.

• Advanced Google Sheets or Excel: you can build a model, a variance analysis, and a clean reporting layout from a blank sheet

• Comfort pulling data out of the systems it lives in (an accounting platform, a CRM, a payments platform) and joining it into one picture that agrees with itself.

• AI tools as a working habit: you already use Claude, ChatGPT, Gemini or similar to speed up analysis and build reporting, and can show how.

• Sharp written English. Much of your work with the Financial Controller and leadership is asynchronous, so a variance commentary or a recommendation has to land right the first time, in writing.

• Comfortable working across the India and Australia time difference.

Nice to Have

• Hands-on Xero, or another cloud accounting platform, on the reporting side

• Dashboards you built in Power BI or Looker Studio that other people actually used

• EdTech, education services, or another B2C business with recurring or instalment revenue

The Kind of People Who Thrive Here
The people who do well here see a gap and close it without being asked, holding the bar even when the clock is short. They give a direct read on the work in front of them, including when it's wrong, and when their own idea doesn't hold up, they say so and bring a better one. They build something that keeps running after they step back. Problems here don't show up on schedule or in the same shape twice, and they'd rather make the right call on limited information than let something break while they wait for a sign-off. That's the job. They name the blocker and the ask the moment they have it, on a call or a text, because decisions get made on the information you bring.

What good looks like

• One version of the truth:any number you publish agrees with the ledger and everywhere else it appears.

• Reports run themselves:the recurring pack lands on schedule without heroics, because you automated the assembly.
• Ahead of the question:leadership hears why a number moved from you, before they ask.

Originally posted on Himalayas