Vice President of Corporate FP&A

Changing lives. Building Careers. Joining us is a chance to do important work that creates change and shapes the future of healthcare. Thinking differently is what we do best. To us, change equals opportunity. Every day, our colleagues are challenging what’s possible and making headway to innovate new treatment pathways to advance patient outcomes and set new standards of care. The Vice President, Corporate Financial Planning & Analysis (FP&A) is the enterprise leader for integrated planning, forecasting, performance management and management reporting across Integra. Reporting directly to the CFO, this executive leads the consolidation of the company’s divisions and corporate functions, translates financial and operational performance into forward-looking insights, and equips the Executive Leadership Team (ELT) and Board of Directors with clear, decision-relevant perspectives. The VP will modernize FP&A into a more agile, data-driven and technology-enabled capability. This includes advancing driver-based planning, scenario modeling, predictive analytics, self-service reporting and intelligent automation; strengthening data and metric governance; and creating a connected planning environment that links strategy, operations and financial outcomes. This role requires a hands-on transformation leader who can raise analytical standards while sustaining disciplined execution of core planning and reporting cycles while managing a team of seasoned mid-to-senior-level finance professionals. SUPERVISION RECEIVED Chief Finance Officer SUPERVISION EXERCISED (2) Finance Directors and 13-15 Indirect employees Supervision of full-time employees and contractors / consultants as needed based on project workload. KEY RESPONSIBILITIES Enterprise Planning and Forecasting. Serve as the enterprise owner of the company’s annual operating plan, periodic forecasting processes, and long-range planning cycle. Direct the consolidation of divisional, product portfolio, geographic, and corporate plans into a unified enterprise outlook, ensuring alignment with strategic objectives, capital allocation priorities, and value creation goals. Establish enterprise planning assumptions, governance processes, calendars, deliverables, review forums, and decision gates that drive accountability, facilitate executive decision-making, and support informed recommendations to the CFO, Executive Leadership Team, and Board of Directors. Financial Performance Management. Lead monthly and quarterly performance reviews covering revenue, volume, price, mix, gross margin, operating expenses, cash flow, profitability and other business drivers. Distinguish structural trends from timing items, surface risks and opportunities early, and drive clear actions and accountability. Executive and Board Insights. Serve as a trusted advisor to the CFO and Executive Leadership Team by delivering high-impact analyses and Board-ready reporting that translate financial and operational performance into strategic insights. Develop a cohesive enterprise narrative that highlights risks, opportunities, and value creation drivers, enabling informed decision making and actionable recommendations. Decision Support and Strategic Finance. Partner with the CFO, division presidents and functional leaders on resource allocation, portfolio choices, productivity, investment cases, restructuring, capital deployment and other enterprise decisions. Create scenario and sensitivity analyses that clarify trade-offs and financial implications. Finance Technology and Analytics Transformation. Define and execute the FP&A technology roadmap spanning enterprise performance management (EPM), business intelligence (BI), data visualization, workflow, automation and advanced analytics. Move the organization from spreadsheet-intensive processes toward governed, scalable and connected planning solutions. Advanced Forecasting. Expand the use of driver-based models, rolling forecasts, predictive analytics and AI-assisted insights where appropriate. Establish human review, model transparency and control standards so emerging capabilities improve speed and foresight without compromising financial integrity. Data and Metric Governance. Create common definitions, hierarchies and ownership for management reporting and key performance indicators. Partner with Accounting, IT and data teams to improve source-system integration, data quality, reconciliation and traceability from operational drivers to reported financial outcomes. Process Excellence. Standardize planning and reporting processes, reduce cycle time and manual effort, improve forecast accuracy, and establish measurable service and performance standards. Champion continuous improvement and scalable ways of working. Business Partnership. Serve as a strategic advisor to division and functional FP&A leadership, cultivating trusted relationships that drive enterprise performance. Integrate historical financial results with operational drivers, forward-looking assumptions, and strategic priorities to deliver actionable insights. Provide thoughtful challenge, elevate decision quality, and champion consistency in planning, forecasting, and performance management while balancing enterprise objectives with the unique dynamics of each business Talent and Organization Leadership. Lead, develop and inspire a team of approximately 15-20 direct and indirect professionals. Build capabilities in business partnering, analytics, technology, executive communication and strategic thinking; strengthen succession pipelines and foster an inclusive, high-accountability culture. Governance and Controls. Ensure planning, forecasting and management reporting processes operate with appropriate controls, documentation and version discipline. Partner effectively with Controllership, Treasury, Tax, Investor Relations, Internal Audit and other stakeholders. Perform other related duties as required. All team members are expected to ex