Managing Director, Fund Finance and Legal

About Equi

Equi exists to give investors superior tools to own their financial future. We bring institutional-quality alternative strategies, the small-to-midsize, hard-to-replicate kind that are genuinely difficult to access, to the wealth channel and institutional investors. Our ambition is to be a leading alternatives investment partner, and to elevate every portfolio we touch. We build multi-strategy funds and custom mandates for some of the best independent multi-family offices and advisory firms in the country, and we pair deep manager selection with portfolio construction most of our competitors cannot run.

Momentum is the reason this seat exists now. We just launched the largest client in our history and have several more signed or close to it, with a multiple of today's assets as the near-term target. We are roughly ten people, which means this hire shapes the function rather than inherits it. Our funds invest through several layers of vehicles, onshore and offshore. That structure is what lets us deliver these strategies to this channel, and it makes the accounting and reporting genuinely complex. The finance function here is more demanding than the size of the firm suggests.

About the Role

We are hiring a Managing Director of Fund Finance and Legal to own the finance function for the fund complex and the management company. You own the numbers the firm publishes: the NAV cycle and the reconciliation behind it, fund expenses and the annual budget, treasury and cash, audit and tax, and the corporate financials that go to the CEO and the board. You also own the financial and legal architecture of every new vehicle we launch. This is a senior finance leadership seat reporting to the CEO, based in New York, hybrid with three days a week on site.

Fund finance and fund operations are peer functions here. Our Head of Fund Operations owns the operational execution of the close, investor transactions and capital activity. You own the financial standards, the controls and the reporting those processes run against. The two of you are jointly accountable for the complex, and the partnership is the job.

Three things make this different from a controller seat at a larger shop. We outsource our books and records on purpose, so your job is not to re-do that work. It is to understand every number well enough to catch an error before it reaches an investor, to decide the firm's position when two sources disagree, and to hold the whole network to a standard. The seat also carries real legal ownership: you take point with outside counsel on fund launches, structuring and documentation, and you read the governing documents closely enough to know what they commit us to. And we are deliberately tech-forward. When something recurring is manual, we expect you to reach for a tool rather than absorb the work. You do not have to build everything yourself, but you do have to be capable of it.

Culture

Equi is a team-first environment where transparency and healthy debate are integral to our success. We operate with a flat structure: ideas win on merit, not seniority, and every team member is expected to argue a position and change their mind when the evidence warrants. Nobody here is narrowly role-specific. When there is an adjacent fire, you step in.

We are deliberate about being tech-forward. People here build their own tools rather than waiting on a roadmap, and that expectation applies to this seat as much as any other.

What You'll Do

Financial Reporting and the Close

• Own the NAV cycle across every vehicle, the reconciliation between our own view and our providers', and final sign-off before anything reaches investors

• Own the close calendar and the standard it is held to

• Run the annual fund expense budget, the allocation policy across vehicles, and the re-billing between fund and management company

• Partner with the CEO on corporate financials, burn, runway and board reporting

Treasury, Audit, Tax and Regulatory

• Own the firm's cash position across operating and fund accounts, at banks and prime brokers, current rather than reconstructed at month end, with the controls and approval authority around every wire

• Serve as the firm's counterpart to the auditor on the annual audit, and stay accountable for the tax cycle landing, with the preparer doing the work

• Hold the firm's regulatory and compliance positions alongside our compliance partner, including fund documents, side letters and investor agreements as the complex grows

Fund Launches, Structuring and Legal

• Own the financial and legal architecture of every new vehicle: structure, fee terms, governing documents, entity formation, registrations, account opening and administrator onboarding

• Take point with outside counsel throughout, while keeping the existing complex running as we launch

Partnership with Fund Operations and the Provider Network

• Set the financial standards and controls that capital activity, the investor register, investor onboarding and the day-to-day close run against, jointly accountable with our Head of Fund Operations

• Hold the administrator, outsourced fund-ops team, auditor, tax preparer, outside counsel, prime brokers and banks to a service standard, and renegotiate when they miss

Financial Systems and Records

• Build toward one financial source of truth rather than several competing copies

• Put documented procedures in place that do not depend on any one person, and own the tooling that makes the rest of this run

Who You Are

We are looking for a finance leader with real depth in fund accounting, fluency with fund legal documents, and a genuine appetite for using AI and technology to run the function better.

Required

• Deep Fund Accounting and Fund Operations: Eight to twelve years running or overseeing the financial operation of a fund complex, at a fund administrator, hedge fund, multi-strategy fund, private-markets manager, or outsourced fund-CFO practice. You know the NAV cycle cold and can look at a draft NAV and find the error before anyone else does. Multi-layered structures are where you are most comfortable.

• Fund Legal Fluency: You have worked closely with fund counsel on launches, structuring and documentation. You can read a private placement memorandum, a side letter and a subscription agreement and know what they commit the firm to, and you can run a formation without routing every question to counsel.

• AI Fluency: You already use AI as a working tool to draft, reconcile, analyze and build small things that remove recurring work. You can tell us specifically what you have built with it in the last six months and what it changed, and you are visibly excited about where this goes.

• Technical Range Beyond Excel: Scripts, automations, small internal applications, or a willingness to pick up a new tool over a weekend. You do not need to be an engineer, but a career of only Excel and an ERP will not be a fit.

• Small-Firm Operating Experience: You have worked somewhere lean enough that you did the work yourself, not only directed it, and you are comfortable going as deep as the problem requires while building the function out.

• Provider Oversight: You have managed administrators, transfer agents, auditors, tax preparers, outside counsel, prime brokers and banks, and you know where the hand-offs break.

• Controls and Judgment: You are precise, you close loops, and you treat investor capital and confidential information with appropriate seriousness.

• Ownership: You take a problem to a finished state without being managed to it, and you say so plainly when something is wrong.

Preferred

• Multi-strategy and multi-vehicle structures, especially layered arrangements where a single allocation splits across several vehicles and has to be attributed back cleanly

• A legal background or qualification, or depth built through years of sitting across the table from fund counsel

• Offshore vehicles and the audit and filing cycle that comes with them

• ERISA and plan-asset monitoring

• A CPA, or equivalent depth arrived at another way

Why This Seat Is Interesting

Equi is at the stage where a finance function stops being a set of processes and becomes a system. The foundations are in place: a strong provider network, a clean structure, real scale. The next chapter is building the leverage on top of it and deciding what this function looks like as the platform doubles. If you want to shape a function at the point where the decisions still matter, there are not many seats like it at this stage.