Deployment Finance & Business Operations

This is the single finance partner for the organization that gets a Base battery from the factory to the house and maintains it for its full life. You own the economics of install and field service end-to-end - electrician labor, logistics, permitting, truck rolls, parts, warranty, and the full 10+ year lifecycle cost of every battery in the fleet.

As Base scales to thousands of homes per month across Texas and into new markets, the install-cost-per-home curve and the service-cost-per-fleet-year curve are two of the most consequential lines in the long-range plan. Success is judged on two things: how close your forecast lands, and whether deployments and field-ops leaders treat you as a valuable partner in driving toward our long-term targets.

- Own the forecast and BvA for install cost, field labor, logistics, permitting, and ongoing O&M - at a level of accuracy that survives both the operator's eye and the corporate model.

- Build the unit-cost model for installations - flexed across geographies, channels, crew structures, and site complexity - and reconcile it weekly against job-level data from the field.

- Partner with deployments and field-service leadership on the cost-down roadmap - drive install-cost-per-home down, route density up, and rework out of the system.

- Own the financial framework for the 10+ year service obligation - truck rolls, parts consumption, warranty reserves, and fleet lifecycle margin - and translate it into the per-battery economics that govern the unit model.

- Sit at the intersection of field ops, supply chain, customer service, and accounting - feed clean, defensible inputs into the consolidated corporate model and translate the model back into something a crew lead can act on.

- Go ride installs and service calls - pressure-test a number with the crew before you defend it in a review.

- Use AI tooling aggressively to compress cycle time on job-level analytics and forecasting - automate the pull from dispatch, ERP, and field systems so your time goes to judgment, not data plumbing.

- 3-7 years in finance or operations at a deployment-, field-service-, or logistics-heavy business at meaningful scale - Sunrun, Sunnova, ChargePoint, EVgo, Tesla Energy, last-mile logistics, or comparable. However, also open to generalists from operating finance roles, consulting, investing, or investment banking roles to jump in and learn this.

- Track record of building install-cost or service-cost models that drove real cost-down programs in production - not just running someone else's model.

- Strong intuition for field economics - labor productivity, route density, fixed-vs-variable structure, the long tail of warranty cost - and a point of view on which levers actually compound.

- Comfortable in the field - will ride along on an install, walk a service yard, and pressure-test a number with a crew lead before defending it to the CEO/COO.

- First-principles instincts on physical operations - can model a network of trucks, technicians, parts, and homes without losing the unit, and knows where the model lies.

- Excel and SQL as native tools; comfortable working with operational data at scale and getting into BI (Omni, Looker) directly rather than waiting on a request queue.

- Thrives in ambiguity - structures the work, reaches defensible conclusions, documents clearly, and moves at Base Pace.

The Base finance & business operations team is responsible for providing clear visibility on past and future performance across the business, financing our growth, capital allocation decisions, and supporting the broader Base team on key performance drivers. To succeed, Base must raise and deploy tens of billions of dollars, maintain sustainable unit economics, exercise extreme operating leverage, and balance supply/demand and growth/profitability in a complex and high-pace environment.

The Finance team enables these by (i) building toward omniscience with sharp analytics and tools for observability, (ii) integrating with the business to support operational decisions, (iii) establishing tight controls and processes to cull complexity, and (iv) presenting Base to investors effectively.