Head of Finance - Ghc6000 - Ghc8000

 Logistics and last-mile delivery · Full-time · Greater Accra 

Reports to :  Head of Business

Direct reports : Accountant and payroll officer; finance officers report through the Accountant 

Location :  Head office in Greater Accra, with occasional travel to regional branches

Employment type :  Full-time, permanent, on-site

Gross remuneration:  GHS 6,000 to 8,000 per month, set within the band by experience and assessed competence  

How to apply: Online application form (link in Section 12) 

Closing date : Friday, 3 July 2026 

1. About the employer 

The hiring organisation is an established, technology-driven logistics company operating nationally across Ghana through nine regional branches and a mixed fleet of electric and conventional motorbikes. It has been operating since 2020, serves both individual senders and enterprise clients, and runs four connected product lines under one operation: 

• Courier. Same-day, intercity and contracted business-to-business delivery. This is the base of the business. 

• Last-mile fulfilment. Pick, pack and deliver on behalf of commercial partners. 

• Third-party logistics. Inbound express handling and zonal distribution for enterprise and distribution partners, at scale. 

• Finance. Cash-on-delivery remittance and merchant payouts, where operational trust becomes a product. 

The company is at the point where the finance function must move from keeping the books to running as the financial backbone of a scaling, multi-branch, cash-intensive business. This role exists to lead that shift. The employer operates an established brand in the logistics market; its identity will be shared with shortlisted candidates ahead of interview. 

2. Purpose of the role 

The Head of Finance is the single financial owner of the company. The role owns the ledger, controls, reporting, cash, tax and the finance team, and turns the company’s activity into accurate, timely numbers the business can decide on. The Head of Finance reports directly to the Head of Business, partners the Head of Operations on the cash that moves through nine regions, and protects both the company’s money and the customer’s money that flows through cash-on-delivery. Where the numbers are late, wrong or unexplained, it is this role’s result. Where the business has a clear financial picture and closes, files and pays on time, it is this role’s achievement. 

3. Scope of the role 

The Head of Finance owns the full financial canvas of the business: 

• The general ledger, the chart of accounts and the integrity of the books across the company and its nine branches. 

• Management accounts and financial reporting to the Head of Business and the CEO. 

• Budgeting, forecasting and financial planning across regions and product lines. 

• Treasury: the cash position, bank relationships, working capital and the funding of payroll and branch floats. 

• The full cash-on-delivery cycle on the finance side, from collection through remittance and reconciliation to merchant payout, in coordination with Operations.

 • Branch float, petty cash and field operating spend across the nine branches: fuel, spares, battery-swap and charging usage, and supplies. 

• Warehouse and fulfilment finance: partner billing, and inventory or consignment records. 

• Partner and third-party logistics contract billing, commission settlement, and reconciliation of every collection channel: cash, mobile money, card, online and invoiced credit. 

• Rider pay and field settlement funding and reconciliation, in coordination with Operations and Human Resources. 

• Accounts payable, accounts receivable and credit control. 

• Revenue assurance, so that every billable delivery and contract is invoiced and collected. 

• The finance side of the monthly payroll run. 

• Statutory compliance and tax: the Ghana Revenue Authority, SSNIT, and annual returns to the Office of the Registrar of Companies. 

• Internal controls, segregation of duties and fraud prevention across the branch network. 

• Fixed-asset accounting and fleet depreciation, capital expenditure planning and any asset financing. 

• The finance team and its development. 

• Investor, lender, board and grant or facility reporting, and readiness for external financial due diligence. 

• Financial systems and the financial data the business runs on.

 4. Key responsibilities 

Financial control and the ledger

• Own the general ledger, the chart of accounts and the accuracy of the books across the company and its nine branches. 

• Close the month on a fixed calendar and to a fixed standard, and issue management accounts by an agreed working day each month. 

• Maintain a clean audit trail for every transaction, and enforce documentation and approval before any payment. 

• Own the balance sheet, and reconcile every control account monthly: bank, cash, the cash-on-delivery clearing account, receivables, payables, payroll liabilities and fixed assets. 

Management reporting and business partnering 

• Produce monthly management accounts with variance against budget and prior period, and a written commentary the Head of Business can act on. 

• Report revenue, cost and contribution by region and by product line, so the business sees clearly where it makes and loses money. 

• Build the numbers behind pricing, partner contracts and the regional profit-and-loss reviews, and partner the Head of Operations on branch profit-and-loss. 

• Turn financial data into decisions, not only into statements. 

Budgeting, forecasting and planning 

• Own the annual budget and a rolling forecast, and hold the business to them. 

• Run scenario and cash-flow forecasting so the company sees constraints before they arrive, not after. 

• Track cost per delivery, contribution margin and the unit economics that decide whether the network scales profitably. 

Treasury, cash and working capital 

• Own the daily cash position and the short-term cash forecast, so the business is never surprised by its cash. 

• Manage bank relationships, balances and any facilities, and fund payroll, branch floats and supplier runs on time. 

• Manage working capital across receivables, payables and the cash conversion cycle. 

Financial operations: the cash-on-delivery cycle and merchant payouts 

• Own the finance side of the full cash-on-delivery cycle: rider collection, branch aggregation, next-day remittance, bank confirmation, reconciliation against system records, and merchant payout within the agreed timeline. Operations runs the physical collection and remittance; Finance owns the accounting, reconciliation and payout. 

• Reconcile the cash-on-delivery clearing accounts across all nine regions daily, investigate and close variances the same day, and treat collected cash as customer money held in trust. ]

• Make merchant payouts accurate, complete and on time, and account for any fee or commission the company earns on the service.

• Hold the control boundary between the field, which handles the cash, and finance, which accounts for it, so that no one both collects and reconciles the same money. 

Branch float, operational cash and field spend 

• Set, fund and control branch floats and petty cash across the nine branches, with limits, top-up rules and a daily reconciliation discipline. 

• Account for and control field operating spend: fuel, spares, battery-swap and charging usage paid to providers, and supplies, treating each as cash with controls to match. 

• Give Operations the cost view it runs on, cost per delivery and cost per active vehicle, reconciled to the ledger. 

Warehouse and fulfilment finance 

• Account for the fulfilment operation: bill partners for storage and for pick, pack and delivery, and reconcile billing to the volume handled. 

• Keep records for inventory or consignment stock held on behalf of partners, and reconcile stock counts, returns and any shrinkage with the warehouse team. 

Partner, third-party logistics and channel settlement 

• Bill enterprise and distribution partners against their contracts and service levels, and ensure every contracted service is captured and invoiced. 

• Compute, reconcile and settle partner and zonal commission arrangements accurately and on schedule. 

• Reconcile every collection channel end to end: cash, mobile money, card, online and invoiced credit accounts. 

Rider pay and field settlements 

• Fund and reconcile rider pay and any field settlements accurately and on time each cycle, in coordination with Operations and Human Resources. Accounts payable, receivable and credit control 

• Control supplier payments through approval and scheduling, with no payment released without a matching invoice and authorisation. 

• Run receivables and credit control on enterprise and partner accounts, keep days sales outstanding low, and escalate aged debt early. 

• Run revenue assurance, so that every billable delivery, route and contract is captured, invoiced and collected, and close any leakage between the operation and the ledger. 

Fixed assets and capital expenditure 

• Maintain the fixed-asset register and run depreciation for the electric and conventional fleet, equipment and other assets. 

• Plan and account for capital expenditure, and manage any asset financing, so the cost and funding of the fleet are clear.

Payroll, tax and statutory compliance

 • Own the finance side of payroll: fund the run, confirm the net pay file, and post payroll to the ledger, in coordination with Human Resources and the company’s HR system.

 • File and pay every statutory obligation on time and in full: PAYE, corporate income tax, value added tax and applicable levies, and withholding tax to the Ghana Revenue Authority; SSNIT Tier 1 and Tier 2, and any Tier 3 scheme; and annual returns to the Office of the Registrar of Companies. 

• Keep the company current with the Companies Act, 2019 (Act 992), the Income Tax Act, 2015 (Act 896), the Value Added Tax Act, 2013 (Act 870) and related regulation. No penalties, no surprises. 

Audit, controls and risk 

• Own the relationship with the external auditors and deliver a clean, timely year-end audit under the applicable reporting framework (IFRS or IFRS for SMEs). 

• Design and enforce internal controls and segregation of duties across the finance function and the branch network, and remove single points of failure around cash. 

• Maintain a financial risk view and act on it before it reaches the customer or the regulator.

 Investor, lender, board and grant reporting 

• Prepare accurate, timely reporting for investors, lenders and the board, and keep the company ready for external financial due diligence.

 • Manage grant, donor and facility reporting where applicable, and meet the conditions and timelines attached to any facility.

 • Stand behind every number the company presents externally. 

Team leadership 

• Lead and develop the finance team. The Accountant and the payroll officer report to this role, and the finance officers report through the Accountant. Set targets, hold the close and filing calendar, and build bench strength. 

• Build a function that closes the month, reconciles and files on time without supervision. Cross-functional leadership 

• Partner Operations on cash, branch float and cash-on-delivery, Human Resources on payroll, and Technology on finance systems and dashboards. 

• Translate company strategy into a financial plan, and carry the financial reality of the business back into company decisions. 

5. How performance is measured 

The role is reviewed monthly against a small, consistent set of numbers:

• Reporting timeliness and accuracy. The month is closed and management accounts issued by the agreed working day, with no restatements. 

• Cash and forecast accuracy. Cash forecast against actual, with no avoidable cash crunch. 

• Cash-on-delivery and payout integrity. Collected cash remitted and reconciled on time, with clean clearing accounts and merchant payouts settled to schedule. 

• Margin visibility. Contribution by region and product line, reported on time. 

• Statutory compliance. Every filing and payment on time, with zero penalties. 

• Audit outcome. A clean audit with few adjustments. 

• Working capital. Days sales outstanding, payables discipline and branch float control. 

• Cost control. Cost per delivery trend and overhead held against budget. 

6. First 90 days, six months and twelve months 

First 90 days 

• Know the books, the chart of accounts, the cash position and every control account without checking a sheet. 

• Establish a fixed month-end close calendar and a management-accounts pack the Head of Business can rely on. 

• Bring cash-on-delivery reconciliation and merchant payouts into a clean, verified state across all regions. 

• Confirm that every statutory obligation is filed and current, and fix any gap. 

First six months 

• Stand up a rolling cash-flow forecast and a budget the business is held to. 

• Tighten internal controls and segregation of duties across the branch network. 

• Report contribution by region and product line as a standing monthly output. 

• Reduce days sales outstanding and aged payables against a measured baseline.

 First twelve months 

• Deliver a clean, timely year-end audit. 

• Build a finance function that closes, reconciles and files on time without supervision. 

• Give the business reliable unit economics and forecasting to scale profitably and to meet external due-diligence standards. 

7. Operating standards (non-negotiables) 

These are the floor of the role, to be held whether or not anyone is watching: 

• The month is closed and management accounts issued by the agreed working day, every month. 

• Every statutory filing and payment is made on time and in full. 

• Payroll is funded and posted accurately, every cycle.

• Cash-on-delivery and merchant payouts are reconciled and settled within the agreed timeline. 

• No payment leaves the company without an invoice, an approval and a record. 

• Segregation of duties holds. No single person controls a cash process from end to end.

 • Bad news travels first. A cash, fraud or compliance risk is escalated by call before report. 

8. Candidate profile Essential 

• A professional accounting qualification: a chartered or certified member of the Institute of Chartered Accountants Ghana, ACCA, CIMA, CPA or equivalent. Finalists at an advanced stage may be considered on demonstrated competence. 

• A first degree in accounting, finance or a related field. 

• At least six years in finance and accounting, with a minimum of three in a senior finance role owning close, reporting and compliance. 

• Strong command of financial control, management reporting and statutory compliance in Ghana, including the Ghana Revenue Authority, SSNIT and the Companies Act. 

• Proven cash and treasury management, and experience designing and enforcing internal controls. 

• Strong systems and spreadsheet ability, experience with an accounting system, and the ability to build and read financial dashboards. 

• Experience leading or developing a finance team. 

• Numerate and decisive, able to turn data into a clear recommendation. 

• Willing to be based in Greater Accra.

 Desirable 

• Experience in logistics, e-commerce, distribution, fintech, payments or another high volume, cash-intensive operation. 

• Experience with cash-on-delivery, merchant settlement, or float and agent-cash controls. 

• Multi-site or multi-branch financial control experience. 

• Audit experience from professional practice, and exposure to investor or lender reporting and due diligence. 

• IFRS or IFRS for SMEs reporting experience. 

• Experience with payroll and a finance-integrated HR or ERP system. 

9. Competencies and attributes 

• Integrity in cash handling. Treats the company’s money and the customer’s money as a trust. 

• Numeracy and rigour. Thinks in profit-and-loss and in cash, and stands behind every figure.

 • Ownership. Closes, files and reconciles on time without being chased.

• Control mindset. Builds processes that prevent loss before it happens. 

• Decisiveness. Gives the business a clear recommendation, not only options. 

• Business partnering. Explains the numbers so non-finance leaders can act on them. 

• Discretion. Handles sensitive financial information appropriately. 

10. Remuneration and terms 

• Gross monthly remuneration of GHS 6,000 to 8,000, set within the band by experience and assessed competence. 

• A structured performance review cycle. 

• Statutory contributions and leave in line with the Ghana Labour Act and company policy. 

• A defined progression path toward senior financial leadership for a candidate who delivers. 

• A direct reporting line to the Head of Business and a seat in the company’s financial decisions. 

11. Working conditions 

• Full-time, permanent, on-site role based at the head office in Greater Accra.

 • The business operates seven days a week. This role works a five-day week on a rota set with the Head of Business, which will at times fall on weekend days with a weekday off in lieu. Extended hours are expected around month-end close, payroll runs, audit and year-end. 

• Occasional travel to regional branches for financial controls, cash audits and reviews. 

12. How to apply 

• Apply here: https://docs.google.com/forms/d/e/1FAIpQLSdbKay80GDeKU7qZJOPcJjFNR5quCHF 6C7ffFDtyhkcHSKlYQ/viewform 

• Head of Finance and Accountant are recruited through the same application form. Select the role you are applying for at the start. 

• The application includes a timed knowledge assessment and timed written case studies, completed in one sitting, in about 45 to 60 minutes. Have a shareable link to your CV ready before you start. 

• Closing date: Friday, 3 July 2026 

• Only shortlisted candidates will be contacted. The employer’s identity will be disclosed at interview stage. 

• This is an equal-opportunity search. Applications from women are strongly encouraged.