VP, Enterprise Performance Management

Career Guide

A VP, Enterprise Performance Management (EPM) leads how a company plans, measures, and improves performance across finance and the business. This role typically owns company-wide planning and forecasting, performance reporting (what’s working vs. not), and the systems and processes that support these activities. The VP partners closely with the CFO and business leaders to turn strategy into measurable goals, improve decision-making with reliable data, and drive accountability through clear performance metrics.

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Key Responsibilities

Own the company’s planning cycle (annual plan, quarterly updates, long-range planning) and align it with strategic priorities.
Lead forecasting and scenario planning to support decisions during changing market conditions.
Oversee performance reporting and business reviews (KPIs, dashboards, management reporting) to ensure leaders have clear, timely insights.
Set standards for metrics, definitions, and data quality so different teams report performance consistently.
Partner with Finance, Sales, Product, Operations, and HR to define goals, targets, and the levers that drive results.
Identify performance issues and opportunities, then drive cross-functional action plans to improve outcomes.
Lead and develop teams in FP&A, analytics, reporting, and/or EPM systems (depending on company setup).
Own or co-own EPM tools and data integrations (planning, budgeting, consolidation, reporting), ensuring adoption and usability.
Strengthen governance: who owns each metric, how results are reviewed, and how decisions are documented and followed up.
Communicate performance narratives to executives and the board: what happened, why, what’s next, and what tradeoffs exist.

Top Skills for Success

Executive communication (clear, concise updates; strong storytelling with data)

Cross-functional leadership and influence without relying on direct authority

Strategic thinking paired with practical execution (turning goals into measurable plans)

Financial planning and analysis (budgeting, forecasting, variance analysis)

Performance management design (KPIs, targets, scorecards, operating reviews)

Scenario planning and sensitivity analysis (understanding key drivers and tradeoffs)

Data literacy and analytics (ability to validate numbers, spot inconsistencies, and interpret trends)

EPM and finance systems knowledge (planning and reporting tools; process design; adoption)

Governance and controls mindset (consistent definitions, approval workflows, audit-ready reporting)

Talent development (hiring, mentoring, building high-performing teams)

Career Progression

Can Lead To

SVP, Finance / Head of Finance

Chief Financial Officer (CFO)

VP, FP&A (Financial Planning & Analysis) / Corporate Finance

VP, Finance Transformation / Finance Strategy

Chief Strategy Officer (in some organizations where EPM owns strategy execution)

GM/Business Unit Leader (for leaders who are deeply embedded with operations)

Transition Opportunities

VP, Revenue Operations / Go-to-Market Operations (if planning focus is growth and sales performance)

VP, Business Operations (if the role expands into operating cadence and execution)

VP, Data & Analytics (if the focus shifts heavily toward enterprise reporting and data platforms)

Common Skill Gaps

Often Missing Skills

Leading enterprise-wide planning across multiple business units (beyond a single department)Driving adoption of planning/reporting tools and changing team behaviors (change management)Translating strategy into a consistent performance framework (clear KPIs, targets, owners)Advanced scenario modeling tied to real business drivers (not just finance line items)Board-level communication and operating cadence leadershipData governance fundamentals (consistent definitions, source of truth, process controls)

Development SuggestionsBuild experience owning an end-to-end planning cycle and presenting results to senior leadership; lead at least one planning/tool modernization effort; practice simplifying complex performance stories into executive-ready narratives; and strengthen data governance by partnering closely with IT/data teams to standardize metric definitions and improve data reliability.

Market Intelligence Report

VP, Enterprise Performance Management is part of the Business Operations category.Explore our market intelligence report to see how AI and hiring demand are shifting for these roles.

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Salary & Demand

Median Salary Range

Entry LevelUS$200k–$275k base (plus bonus/equity); often titled Director/Sr Director EPM rather than VP

Mid LevelUS$275k–$375k base (plus bonus/equity); typical VP range varies widely by company size and industry

Senior LevelUS$375k–$550k+ base (plus substantial bonus/equity); often at large enterprises or public companies

Growth Trend

Strong demand in mid-to-large companies, especially where leaders need better forecasting, faster planning cycles, and clearer performance accountability. Hiring tends to increase during transformation efforts (new ERP/finance systems, restructuring, M&A, or rapid growth) and remains resilient when companies prioritize efficiency and disciplined execution.

Companies Hiring

Major Employers

Large and mid-market public companies (across most industries)Global manufacturers and industrial companiesConsumer goods and retail enterprisesTechnology and SaaS companies scaling financial planning and reportingHealthcare systems and payersFinancial services and insurance firmsTelecommunications and media companiesEnergy and utilities organizationsPrivate equity-backed portfolio companies undergoing transformation

Industry Sectors

Technology (SaaS, enterprise software)Financial servicesHealthcareManufacturing and industrialsRetail and consumer goodsTelecom and mediaEnergy and utilitiesTransportation and logistics

Recommended Next Steps

Clarify role scope in target companies: does EPM include FP&A, reporting/BI, consolidation, or finance systems ownership? Align your story to that scope.

Create a portfolio of impact examples: faster planning cycle, improved forecast accuracy, clearer KPIs, cost savings, or better decision-making outcomes.

Strengthen systems credibility: get hands-on exposure to leading planning/reporting tools and the change management needed for adoption.

Develop an enterprise KPI framework: define 10–20 core metrics, owners, definitions, and review cadence; use it as a leadership artifact in interviews.

Practice board/executive communications: one-page performance summary, key insights, risks, and recommended actions (with tradeoffs).

Benchmark compensation by company size and region; ensure you evaluate total pay (base, bonus, equity) and reporting line (often CFO).