POSITION TITLE: Accounting Manager
MANAGER’S POSITION: Controller
To provide financial relief by (i) managing customer daily cashflow; (ii) producing timely and accurate monthly financial statements and analysis that is meaningful to the customer; (iii) leading the Dime accounting team to be productive and efficient in meeting the customer requirements.
1. Monthly or weekly conference call with accountants to review customer activity for process efficiency, timeliness and customer requirements.
2. Monthly conference call with the other divisional managers to discuss process improvements and Method documents.
3. Offer advice and suggestions on new systems and new processes for managing customer’s money.
4. Complete a review of each member of staff and each customer on a quarterly basis.
5. Provide an overall “tone” for the customer base and industry.
6. Ensure completion of the monthly time report by customer and member of staff.
7. Offer suggestions for better more efficient ways of transferring and converting data.
8. Offer suggestions for more efficient ways of managing projects, including new systems and communication tools.
a. Review bill documentation
b. Cash Management.
c. Release Checks and/or Direct Deposits for Payment.
d. Review new vendor setup.
a. Review A/R aging.
b. Review new customer setup.
a. Setup payroll journal entry.
b. Oversee and facilitate access to payroll information.
c. Coordinate with payroll manager for each new payroll implementation plan in the PM system (as needed).
d. If Dime processes payroll, be involved to insure accuracy of Dime payroll processing.
a. Review and approve financial statements (to the accountant by the 15th of each month) and provide customer with monthly commentary summary of financial results and cash position.
b. Close period in QB (when the final financials have been issued).
c. Dashboard or supplemental reporting (if applicable).
a. Approve financial statements.
b. Close period in QB (after the final financials have been issued).
c. Prepare new budget template for customer (if applicable).
d. Prepare necessary journal entries to convert to GAAP basis and assist in the completion of annual audits (if applicable).
a. Maintain each new customer implementation plan in the PM system.
b. Keep detailed notes on all variable operational workflows, custom reports, deadlines, financial position, etc. in the PM system and brief the accountant and controller on such.
c. Research solutions to and respond to accountants, controller’s and customer’s questions within 24 hours.
d. Communicate monthly with other Divisional Account Managers.
e. Communicate weekly or at the very least monthly with accountants.
f. Provide suggestions or feedback for method documentation.
g. Review all member of staff time per customer on a quarterly basis.
h. Process 1099s and Donor Statements, if applicable.
i. Adjust accountant’s salary based upon customer volume and pricing (if applicable).
j. Review or prepare Journal Entries.
k. Complete Insurance Audits for customers (if applicable).
l. Facilitate and confirm delivery of QuickBooks files to terminating customers.
m. Manage accountant capacity as needed.
n. Special Reporting.
o. Update chart of accounts (as needed).
a. After the Accountant enters the customer’s bills in QB, review the bills and the supporting documentation prior to printing and releasing checks.
b. Examine supporting documentation for any new vendors or changes to address for existing vendors.
c. Cash position will be reported to customer whenever cash falls below 200% of one pay period.
d. Determine which bills to pay, based upon due dates and cash flows, and then release those bills.
e. Release checks and/or direct deposits for payment each Tuesday and Thursday by 11 a.m.
f. Review vendor names for duplicates setup with different spelling or address.
a. Review A/R aging to reconcile aging to general ledger balance.
b. Review customer names for duplicates setup with different spelling or address.
a. Setup payroll journal entry whenever there is a change in the payroll.
b. Request accountant access to payroll system from customer or payroll manager as necessary, if Dime processes payroll.
c. When notified of a new payroll customer, coordinate with payroll manager to ensure a smooth implementation plan.
d. If Dime processes payroll, ensure that the customer employee payroll changes and terminations are submitted and recorded accurately.
e. Be aware of unique employee payroll requirements and work to ensure accuracy.
a. Review and approve financial statements, with monthly commentary to the accountant by the 15th of each month and provide customer with monthly commentary.
i. Confirm checklist and balance sheet account reconciliations are complete.
ii. Review and comment on significant P/L variances from monthly trends.
iii. Provide customer with monthly commentary summary of financial results and cash position.
iv. Close period in QB when the final financials have been issued.
v. If applicable, issue a monthly/quarterly dashboard and/or supplemental reporting to the client.
a. Approve financial statements for the prior calendar year by the end of January, or 30 days after the fiscal year end (if applicable).
i. Provide summary of financial results and discuss with customer.
ii. Close period in QB after the final financials have been issued.
iii. If applicable, prepare new budget template per budget timeline process. Review entered budget in QB and send to customer.
iv. If GAAP statements are required, prepare necessary journal entries to convert financials to GAAP basis. Work with customer and CPA firm to help complete annual audit.
Miscellaneous – (All miscellaneous items are to be completed as needed per the method document.)
a. As soon as you are assigned to a new implementation, manage the project from start to finish.
i. Train new customers on our systems and processes.
ii. Assign new customers to accountant.
iii. Complete each of the steps assigned to you in the PM system on time.
iv. Ensure that each person responsible for each task in the PM system is notified and held accountable to completing their tasks on time.
v. Each project plan contains steps for our customers, other employees, and some outside people. It is your job to fully explain what needs to be done and to hold other people accountable for completing their tasks by the due date on the PM system.
b. During the implementation process, you may discover certain items that will require an adjustment to our operational workflow, custom reports, other financial deadlines, etc. Add notes to the customer’s project in the PM system and brief the accountant and controller as needed.
c, Respond to bookkeeper and customer concerns within 24 hours and find the answer.
d. Communicate monthly with other Divisional Account Managers via conference call.
e. Communicate at least monthly with each member of staff.
f. Each month take all the notes from your calls and provide feedback for Method document revisions.
g. Complete and analyze the Quarterly Time Report for each accountant by customer.
h. If applicable, process 1099s and Donor Statements per year end methods.
i. Adjust bookkeeper’s salary for new customers, terminating customers, and changes in customer volume/pricing as needed by filling out the Employee Status Change Form and submitting it to the Controller for approval.
j. Review or prepare journal entries into QB as needed.
k. You will be responsible for any unusual tasks such as insurance audits, annual registrations, banking discussions, etc.
l. If all current staff are at their full capacity, collaborate with Controller to determine hiring needs and train or facilitate training for new accountants.
m. Because each customer has different requirements, you will be responsible for setting up any special reports or dashboards to be completed and sent to the customers.
n. Update chart of accounts (as needed).
All work will be performed in accordance with all government laws, regulations, ordinances, and court rulings in those jurisdictions in which the company operates.
All routine work will be documented in the Method. The information included in the Method is proprietary.
All work will be performed according to company policies and standards inherent in all position contracts, system action plans, employee manuals, and ongoing policy memoranda.
Client and company information will be held as strictly confidential outside the company.
All telephone calls and emails, both internal and external, will be returned within one business day and within two hours whenever possible.
Manager will be notified of any issues to be resolved or deadlines that cannot be met by reporting position, prior to the due date, through Teamwork.
Problems with any system must be brought to the attention of manager through Teamwork so the system can be improved, within the structure of the operations manual.
All policy memoranda indicating changes in policy and/or procedure will be stored in each employee’s Method, until the time an updated procedure is provided.
Employees will provide staff assistance as requested; each employee may be asked from time to time to cover other areas of accountability and/or departments.
All business communications, whether verbal, visual, or written, whether for internal or external use, will be professional in tone and will be in accordance with the company’s listed Core Values.
Employees will respect each other’s time, space, and need for concentration. Socializing and interruptions must not impede workflow.
Employees will have Monthly, regularly scheduled meetings with their manager.
Structured Flexibility - We believe that we've hired professional people that don't need to be micro-managed. However, we need to provide appropriate structure to build a scalable operating infrastructure. Position contracts, "Method" (Process manuals), corporate standards, etc. provide structure, the flexibility is that we're never going to tell you what to wear, when to show up, that you can't go to your kid’s event at school, etc. You're a professional, and it's expected that you get the job done the best you possibly can. Carry yourself well. Be strong and confident yet humble. Dress how you want to be seen. Laugh and smile. Be likable. Be optimistic. Be encouraging. Work your hardest and never ever give up.
Make it better - I don't want the job to define people, I want people to define the job. In other words, we believe the people we've hired are the best people we can find for the position. So, make it better. Collaborate with your teammates and seek to make our processes, our systems, our products and services better than they currently are. You won't always get your way, but you can try. We think you're the best, so help us make our products and services the best.
Try something - I would much rather someone try something and fail than sit back and wait for their supervisor to tell them what to do. We will rarely fire someone that isn't succeeding, as long as they are trying their hardest. If someone isn't trying, whether they're succeeding or not, they may not have a job much longer. Try, try, try and never give up. Don't quit trying and take initiative until someone stops you. I would much rather someone tell me what they are going to do (and give me the opportunity to stop them) than to ask permission. Granted, we don't want people carelessly trying things and making a mess. Do your research, understand what you want to do and why you want to do it, collaborate with people, etc. Don't just recklessly run amuck.
Honesty over forthright - We ALWAYS have to be honest; we don't always have to be forthright. In other words, own your mistakes even if the customer fires us. If we make a mistake, we own it, 100% of the time, and rarely will an employee get fired for making a mistake and owning it. However, sometimes, it's very clear that it will cause more stress and more concern (uncertainty) for the customer if we are overly forthright in our mistakes. Our customers rely on us to "handle their finances.” If there's a problem, we fix it (or determine the solution) FIRST, then decide what and when to tell the customer. The customer isn't always right. It's ok to fire customers and it's ok to allow customers to leave. We want what's best for the customer and, sometimes, it's best for them to move on. It's always important to support them and NEVER burn bridges. We're always honest and we calculate how and when to be forthright.
Simple and clear - Make everything as simple and clear as you can. Complicated doesn't mean smarter, it means more difficult. Simple means smarter, easier and quicker. If you can't explain it clearly, you don't know it well enough. Our customers hire us because we're the experts and [usually] because they don't understand this stuff. We have to make it so simple and so clear that they can't miss it. Furthermore, we oftentimes have to sell them on our concept and idea. Sometimes, we have to help them come to the conclusion on their own, even if we already know it. The more simple and the more clear we can be, the easier it'll be for people to make good decisions. People follow clarity.
Consistency - Be consistent even if you're consistently wrong. Consistency is easy to track and fix. Inconsistency is confusing and hard to clean up. Steady and stable is important and people cling to it. Sometimes, we're the only stability our customers have; we're the only ones who have control and our customers lean on us for that. Consistency provides stability and control.
Listen before you talk - Ask everyone lots questions and just listen. (1) It makes them feel good. (2) It lets you know exactly how they feel. (3) They are better than you at something, which means you can learn from them. (4) It makes them vulnerable and they open up and tell you more than they expected. (5) They'll respect and accept your opinion far more. The more you know about them, the better you'll understand what they need and how we can help and the more effective we'll be at our job. We don't always have to have an answer or the right answer, but we have to give them the confidence that we will figure it out.
Make everything look good - People have 100% more confidence in something that looks good than something that is just functional! I would actually argue that people will buy something just because it looks good, even if it doesn't function at all. In our world, functionality always trumps aesthetics, but don't overlook the aesthetics. The look and feel of our materials, forms, reports, office, apparel, give-a-ways, logo, template, etc. should be equally important. Aesthetics often tells who we are more than our words do. Something that is disheveled doesn't provide enough clarity and can be confusing. Even if it functionally works, if it doesn't look good, it won't work.
Always help people - It doesn't matter if they're a customer or not, help them. Helping others in our industry only makes the industry stronger and makes us more respected. Giving away our "secret recipe" won't put us out of business. We need to always help people and always be willing to give it away. Trust me, if anyone tries to do what we're doing by stealing our model, they'll forever be playing catch-up. We'll always be one step ahead of them. Furthermore, if we give free advice to every prospect we meet, they'll end up becoming a customer because they aren't able to implement it... otherwise, they would have already. Free advice proves that we're the experts.
Be healthy - We are all better when we're rested. It's not enough to take a vacation or to leave the office every day at five…You have to learn to turn your mind off and give your mind a break. Things don't ever slow down…If they do, something could be wrong. Learn to separate your personal mind from your business mind. Take a bath, drink a glass of wine, take a long walk, exercise, eat well, be social, don't over commit. Be disciplined to work on yourself to be healthy. Find whatever your "thing"