Controller

The U.S. mortgage market is a $14 trillion pillar of the economy — and much of it still runs on fax machines, overnight shipping, and manual workflows. Snapdocs is changing that. Our platform currently powers 20% of all real estate closings in the country, and we’re just getting started. We design workflow software and AI-driven automation that connects lenders, settlement teams, notaries, and investors — eliminating friction, reducing risk, and delivering a faster, simpler closing for every borrower. Our customers range from the largest mortgage lenders to independent title companies. They trust us because we solve real operational pain with empathy, rigor, and reliability. We’re backed by Sequoia, Y Combinator, and F-Prime, and we’re building for the long term. Why this role exists Snapdocs needs a Controller who owns accounting as a function, not just as a close process. We want someone who can bring independent CPA-level judgment, keep the core operation tight, and change how the work gets done over time. The role This person leads accounting end to end. That includes technical accounting, close, audit readiness, tax coordination, controls, team leadership, prioritization, and the operating decisions that shape how accounting supports the business. It also includes setting a clear vision for how the function should evolve into a sharper, more modern accounting organization over time. What you'll own - Own the accounting function end to end, including close, audit readiness, technical accounting, compliance with GAAP, and core reporting operations. - Lead and develop the accounting team, with day-one management responsibility for 2 direct reports and oversight across the broader team structure. - Build a clear view of where accounting needs to go over the next 12 months, then turn that view into a practical roadmap. - Shorten close timelines, reduce manual work, and improve how accounting systems and processes run across the function. - Partner with Product, Revenue, Customer Success, and Finance earlier in decision-making so accounting shapes the work instead of reacting late to it. - Guide accounting decisions tied to new products, pricing or packaging changes, contract structure, and other business changes with real technical judgment. - Evaluate how the team is structured today and what the team is prioritizing, then make changes when a different operating model, sequencing, or resourcing approach would better support the company. What success looks like - Within 90 days, you've built trust with the team, gained an understanding of the day-to-day operation, and produced a clear roadmap for how accounting should evolve over time. - Within 6 months, the plan is in motion, the team is operating with better structure, and key processes are moving faster without quality slipping. - Within 12 months, accounting runs materially differently than it does today: faster close, stronger cross-functional partnership,…