Corporate/Opex Finance Manager

As Marqeta's Corporate/Opex Finance Manager, you will own a critical slice of the company's operating expense and headcount planning end-to-end — serving as the trusted finance partner to a functional leader while helping build the systems and rigor Corporate FP&A needs at public-company scale.

You'll take ownership of opex forecasting and management for your area — building the monthly forecast, understanding every driver of spend, and knowing the story behind the numbers well enough to defend them in any room. You'll own the relationship day-to-day, including the model itself and the reporting that keeps your business partner and FP&A leadership current — much of which you'll help build and improve as our systems mature — while working closely with your manager and the broader FP&A team when things get more complex.

You'll also be the primary finance point of contact for an executive-level functional leader — trusted enough to understand what they're trying to build and help them think through the trade-offs behind a hiring plan or a vendor contract. The best FP&A partners aren't gatekeepers; they're the person in the room who helps leaders find the path that gets them what they need within real constraints.

This role sits within Corporate FP&A and reports into the team's corporate and opex leadership. You'll partner closely with Accounting, People Ops, and the functional teams in your scope, and you'll routinely contribute to the materials that go in front of senior leadership — sometimes presenting them yourself. Automation is part of the job, not an aspiration: every recurring, manual piece of your workstream is something you're expected to notice and fix.

We work Flexible First. This role can be performed remotely anywhere in the U.S. or from our Oakland office.

The Impact You'll Have

• Own opex forecasting and management for your function end-to-end. Build and maintain the monthly forecast for your area (e.g., Engineering opex, G&A opex), understand every driver of spend — headcount, vendor contracts, T&E, discretionary spend — and know the story behind variances before anyone has to ask.

• Be the trusted finance partner to a functional leader. Sit in their planning meetings, understand their priorities, and help them structure decisions about headcount, vendor spend, and cost trade-offs. Bring solutions and options, not just numbers.

• Own your workstream's reporting. Build and improve the model templates and reporting flows that keep your business partner and FP&A leadership current, help shape the dashboards and systems as our BI tooling matures, and flag every manual step worth automating.

• Support the broader planning cycle. Own your portion of the annual operating plan and long-range plan, and run the monthly forecast cycle for your area, tying it back into the company-wide numbers Corporate FP&A owns.

• Apply GAAP fluency within your scope. Model capitalized expenses correctly for your area, and help your business partners understand how their spend is treated — explaining amortization, capitalization, and cash versus accrual accounting in terms that make sense to them. Partner credibly with Accounting on the technical questions that come up in your workstream.

• Contribute to senior leadership materials. Routinely build content that feeds board decks, exec reviews, and leadership updates — and present your own analysis directly in some forums.

• Experiment with AI to make your workstream faster. Use AI tools to speed up modeling, reporting, and analysis, and bring ideas back to the broader team on what's actually working.

Who