DIRECTOR, CORPORATE FINANCIAL PLANNING & ANALYSIS

Description Company Overview ATSG is a leading provider of air cargo transportation and related services. Our customers are domestic and foreign air carriers and other companies that outsource their air cargo lift requirements. We, through our leasing and airline subsidiaries, are the world's largest owner and operator of converted Boeing 767 freighter aircraft. Through our principal subsidiaries, including three airlines with separate and distinct U.S. FAA Part 121 Air Carrier certificates, we provide aircraft leasing, air cargo lift, passenger ACMI and charter services, aircraft maintenance services and airport ground services. Position Summary The Director, Corporate FP&A leads consolidated financial planning and analysis for Air Transport Services Group. This position owns the enterprise forecast and budget rollup across all business units, the financial planning center of excellence, executive and Board-level reporting, and long-range strategic and capital allocation modeling. The role is the connective tissue of the ATSG finance organization. It sets the standards the business unit finance teams plan and report against, owns the systems and data model that make consolidated reporting possible, produces the materials through which executive leadership, the Board, and ownership see the company, and builds the long-range models that support capital allocation and strategic decisions. Key Responsibilities Consolidated Planning, Forecasting, and Rollup - Own the consolidated annual budget and monthly forecast processes across all ATSG business units, including calendar, timeline, submission requirements, and review cadence. - Consolidate business unit submissions into an enterprise view of revenue, earnings, EBITDA, cash flow, capital expenditure, headcount, and balance sheet, coordinating intercompany eliminations with the Controller organization. - Partner with business unit Finance leaders to ensure consistency in methodology, assumptions, and stats before consolidation. - Produce enterprise variance analysis explaining performance against budget, forecast, and prior periods, with clear attribution to business unit and driver. - Measure and report forecast accuracy by entity and drive accountability for improvement. Center of Excellence and Standardization - Establish and maintain the ATSG key performance indicator dictionary, including standard definitions for operational and financial metrics and unit cost measures across every entity. - Define and enforce standard planning methodology, model architecture, chart of accounts alignment, driver definitions, and assumption governance across the business unit finance teams. - Own the library of standard templates for forecasting, management reporting, business case preparation, and capital requests. - Own the enterprise finance calendar, including forecast, reporting, and review milestones, in coordination with the Controller organization's close process. - Serve as a subject matter resource to the business unit finance teams on modeling technique, methodology, and analytical approach. Systems, Data, and Analytics Own the enterprise performance management and planning system, including selection support, implementation, configuration, administration, and ongoing enhancement. Partner with Information Technology and the Controller organization to define the financial data model, hierarchies, and mappings required for consolidated reporting and analysis. Reduce dependence on manual and spreadsheet-based consolidation through system enablement, automation, and standardization. Develop management reporting and dashboarding capability that connects operational and financial data across