Company: Healf
Location: London
Posted: April 17th, 2026
The one who builds the system that tells leadership where the money is, where it's going, and what to do about it. Not the one who produces reports that sit in inboxes. The one who builds forecasts that change decisions, models that reveal what nobody else can see, and a weekly rhythm that turns numbers into action.
Right now, Healf makes some of its most important decisions without the financial intelligence to make them well. You would fix that.
Number one on the FT1000, number one on the Sifted 100.
From £1m to over £100m in under three years, with a small, talent-dense team and an electric culture with day one founder intensity.
Now we're aiming for £1bn in the next three.
We curate the world's best wellbeing brands across The Four Pillars™: EAT, MOVE, MIND, SLEEP. That's the first chapter.
The next chapter is harder and more interesting.
We are moving from one market to many, from e-commerce to a technology platform, and from curating wellbeing to defining it. We are a health company, so we think we should act like one.
At its fullest expression, Healf redefines what wellbeing means for tens of millions of people.
Healf is about to do five things at once: expand into multiple international markets, raise fresh capital, transition from e-commerce to a technology platform, build new product lines, and scale from roughly 200 people towards a much larger organisation.
Every one of those requires financial clarity that doesn't exist yet. Where is margin really being made and where are we kidding ourselves? What happens to unit economics when we enter Germany with different pricing and different competitive dynamics? If we invest another million pounds in marketing next quarter, what does the model say comes back? Which product categories compound and which ones just add revenue without adding value?
Right now, these questions get answered through instinct and effort. That works at one market and one speed. It breaks at five markets and the pace Healf wants to move.
The commercial finance function doesn't exist yet. You would build it. Not as a reporting team that produces numbers after the fact. As the decision infrastructure that tells leadership what's coming, surfaces the trade-offs, and makes the operating rhythm of the company fast enough to match its ambition.
Competitive base plus meaningful equity for the right person.
We ask a great deal of the people who work here. We expect full ownership and a genuine commitment to give this chapter everything you have.
In return, we will give you the same: everything we have, invested in your growth, your wellbeing, and the defining skills of the next decade.
We have built the fastest-growing company in Europe with a team small enough that every person in it shapes the outcome. That is still true today.
The next person we hire will change the trajectory of the company.
If the most important work of your career is ahead of you, this is the place to do it.
Include your answer in your CV or cover letter attachment when you apply.
Healf is expanding from the UK into Germany. You have twelve months of UK transaction data across four product categories (EAT, MOVE, MIND, SLEEP), each with different margins and purchase frequencies. You need to build a forecast for Germany's first year. What are the three most important assumptions in your model, and how would you validate each one before the market launches?
200 words. Plain English. No decks. Show us how you think.
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