Vice President, Finance (FP&A and G&A)
Posted Aug 12, 2026 · We last checked this listing on Oct 6, 2026
Likely interview questions for this role
Written from this job description, not a generic list. Each one notes what the interviewer is really checking.
About your past
How do you work with corporate on reserving methodology when the business unit sees things differently?
What they are checking: Whether they can challenge corporate assumptions with evidence while staying aligned on one set of numbers.
Tell me about a time your forecast was wrong. What did you change afterward?
What they are checking: Whether they own misses and improve their process rather than defending the original number.
How have you built a finance team that delivers month-end analysis quickly and accurately?
What they are checking: Whether they can develop people and processes so the close does not depend on heroics.
This role is hybrid in the NYC office. How do you keep a finance team connected and aligned with a mixed schedule?
What they are checking: Whether they have practical habits for managing a team that is not always in the same room.
What would you do
Medical costs come in well over forecast this month. How do you explain the variance to senior management and what it means for the forecast?
What they are checking: Whether they can separate timing, reserving and true trend before telling leaders what changed.
The business wants to spend more on G&A to fix operational problems, but the margin is under pressure. How do you advise them?
What they are checking: Whether they act as a business partner who weighs return on spend, not just a cost gatekeeper.
About the work
Walk me through how you would build and monitor an Annual Operating Plan for a health plan business unit.
What they are checking: Whether they understand how membership, premium and medical cost assumptions drive the whole plan.
How do you identify medical cost trends early enough to act on them?
What they are checking: Whether they look at leading indicators like authorizations and claims lag, not just closed months.
How do you handle headcount planning when state requirements set staffing expectations?
What they are checking: Whether they connect G&A planning to regulatory staffing rules and not only to cost targets.
What goes into a management reporting pack that leaders will actually read?
What they are checking: Whether they can tell a clear story about drivers instead of handing over pages of tables.
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Practice this out loudThe full job description
As published by Centene.