To get the best candidate experience, please consider applying for a maximum of 3 roles within 12 months to ensure you are not duplicating efforts. Job Category Marketing & Communications Job Details About Salesforce Salesforce is the #1 AI CRM, where humans with agents drive customer success together. Here, ambition meets action. Tech meets trust. And innovation isn’t a buzzword — it’s a way of life. The world of work as we know it is changing and we're looking for Trailblazers who are passionate about bettering business and the world through AI, driving innovation, and keeping Salesforce's core values at the heart of it all. Ready to level-up your career at the company leading workforce transformation in the agentic era? You’re in the right place! Agentforce is the future of AI, and you are the future of Salesforce. The Senior Director, Event Finance & Economics owns the financial planning, performance management, and governance of the Strategic Events portfolio. This role synthesizes inputs from budget owners and event leads into a portfolio-level financial view; it does not replace day-to-day budget tracking or input collection; it ensures the team leader and Strategic Events lead have a clear, accurate, and decision-ready understanding of event economics, risks, and tradeoffs — enabling disciplined investment decisions and predictable financial outcomes. This role is the single accountable owner of the Strategic Events financial engine and financial narrative, partnering closely with FP&A while retaining ownership of event-level assumptions, variance explanations, and governance standards. Executive communication and final readouts remain with the team leader and Strategic Events lead. Core Responsibilities: Financial Planning, Forecasting & Performance Own the forecasting framework, assumptions, and portfolio-level outlook for the Strategic Events portfolio Partner with FP&A and budget owners on monthly and quarterly outlooks to ensure forecasts are aligned, inputs are accurately reflected, and assumptions are consistent Own synthesis and interpretation of forecast vs. actual variance, including identification of drivers, risks, and financial implications Run scenario modeling for portfolio shifts (event mix, cities, scale, timing, investments) as well as weigh into business planning narratives and documentations when applicable Recommend corrective actions when financial performance deviates from plan This role synthesizes inputs from budget owners and event leads into a portfolio-level financial view; it does not replace day-to-day budget tracking or input collection. Outcome: Leadership understands what is happening financially, why it is happening, and what options exist to respond. Workforce & Operating Expense Economics Own financial oversight of headcount, contractor spend, and T&E across the Strategic Events portfolio Partner with People Operations to align workforce plans and capacity assumptions with financial guardrails Integrate workforce and operating expense economics into forecasting, scenario modeling, and investment decisions Outcome: Workforce and operating expenses are managed as strategic financial inputs with clear visibility into cost, capacity, and tradeoffs. Financial Governance & Standards Partner with FP&A and leadership to establish and operationalize financial standards and guardrails for Strategic Events Translate corporate financial expectations into event-level budgets and operating constraints Own exception analysis and escalation, ensuring financial tradeoffs are explicit and intentional Ensure deviations from financial guardrails are visible, understood, and addressed Drive cost modeling, ROI analysis, and funding maps to support prioritization and investment decisions Strategic tradeoffs and final escalation decisions sit with event leadership. Outcome: Event financials are disciplined, comparable, and governed — without becoming rigid or overly centralized. Executive Partnership & Decision Support Serve as the primary financial strategy partner to the team leader and Strategic Events lead for executive-level planning, scenario analysis, and investment decisions Synthesize financial inputs from Accounting, budget owners, and FP&A into portfolio-level narratives and recommendations for executive forums, QBRs, MBRs, and leadership reviews Own the strategic financial narrative, assumptions, and forward-looking implications that the team leader and Strategic Events lead bring forward Advise on financial risks, tradeoffs, and investment options ahead of executive discussions Ensure leadership enters executive settings fully prepared with clear, strategy-grade financial context Outcome: Event Leadership are never surprised, underprepared, or forced to reconstruct financial context in executive settings. Long-Range Financial Strategy Own long-range strategic financial planning, including LRS and annual planning cycles Model multi-year portfolio scenarios to support FY27–F