Go to Market Finance & Business Operations

About the Role

This is the single finance partner for our go to market leaders. You own the economics of acquisition end-to-end in partnership with our GTM operators — pricing, CAC by channel, member pipeline efficiency, market sizing, and the penetration curve as Base expands from Texas into the next set of states. Pricing and CAC are two of the most consequential variables in Base's long-range P&L, and this seat owns the forecast and analytics of each. As the channel mix evolves across direct, utility partnerships, and emerging routes to the home, success is judged on two things: how close your forecast lands, and whether GTM leaders treat you as the partner who actually sharpens our decisions across pricing, acquisition spend, and channel allocation.

What You’ll Do

• Own the forecast and BvA for member adds, CAC by channel, pipeline conversion, and pricing economics — at a level of accuracy that survives both the GTM operators and the corporate model.

• Build the member unit-economics model — LTV by cohort, payback by channel, sensitivity to price, product mix, and market — and reconcile it against what the cohorts are actually doing.

• Partner with growth, marketing, sales, and partnerships leadership on pricing and channel investment — translate proposals into defensible cases, and challenge an allocation without becoming the no-person.

• Build out the financial framework for utility partnerships and large GTM bets — structure the deal economics, set the bar, and track whether reality matches the case after it closes.

• Size markets and model the penetration curve as Base enters new geographies — turn a market expansion thesis into a member, revenue, and CAC plan the operators can execute against.

• Sit at the intersection of growth, marketing, sales, product, and accounting — feed clean, defensible inputs into the consolidated corporate model and translate the model back into something a channel owner can act on.

• Use AI tooling aggressively to compress cycle time on cohort and channel analytics — automate the pull from CRM, marketing, and billing systems so your time goes to pricing judgment, not data wrangling.

What You’ll Bring

• 3-7 years in finance or business operations at a consumer, DTC, or growth-heavy business at meaningful scale — consumer energy, consumer fintech, marketplaces, subscription DTC, 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 cohort-based unit-economics and pricing models that drove real pricing or channel-allocation decisions — not just running someone else's dashboard.

• Strong pricing intuition and unit-economics fluency — LTV, CAC, payback, contribution margin, and cohort analysis are native tools, not concepts you look up.

• Comfortable with growth and marketing leaders — can challenge a channel allocation, defend a pricing move, and earn the room without becoming the friction.

• First-principles instincts on consumer demand — can model a funnel, a market, and a price curve end-to-end, and has a point of view on which levers actually compound.

• Excel and SQL as native tools; comfortable in CRM, marketing, and BI systems (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.

About The Team

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.

Our Values

• First Principles Thinking: Question assumptions. Principles > rules.