Applied Professional Skillset

How it works

• Users type two or more words; search is case-insensitive and uses AND logic (highlights all terms).

• Displays a match count, highlights on the page, and scrolls to the first result.

• Click Clear to remove highlights.Write your text here...

SEARCH FOR KAFI

I have over 15 years of progressive accounting and financial management experience, with more than 5 years in senior leadership roles such as Controller and Director of Finance. Throughout my career, I have led end-to-end finance and accounting operations, including general ledger management, financial reporting, budgeting, forecasting, and ERP system implementations.

In my controller and director roles, I have directly overseen teams managing accounts payable, accounts receivable, payroll, and month-end/quarter-end close cycles, while ensuring GAAP/IFRS compliance and internal controls (SOX/SOC). I have also driven cost-saving initiatives, improved operational efficiency, and led multiple ERP and FP&A system integrations (including SAP S/4HANA, NetSuite, Microsoft Dynamics 365, and QuickBooks Online).

This experience combines hands-on accounting expertise with strategic financial leadership, which aligns with the requirement of 3–5+ years in a controller or equivalent capacity.

Progressive accounting and financial management experience.

I have over 12 years of proven experience with leading accounting and ERP software platforms, including QuickBooks (Online and Desktop), NetSuite, SAP S/4HANA, Microsoft Dynamics 365, Xero, and Yardi.

Throughout my career, I have managed full-cycle accounting processes using these systems—covering accounts payable, accounts receivable, general ledger, bank reconciliation, and financial reporting. I have implemented and customized QuickBooks Online and NetSuite for small to mid-sized organizations, integrating them with payroll and CRM modules to streamline workflows and automate reporting.

In larger enterprise environments, I worked extensively with SAP S/4HANA and Microsoft Dynamics 365 to manage intercompany transactions, consolidations, and variance analysis across multiple business units. I also have experience in Yardi for property and fund accounting, handling tenant ledgers, lease administration, and asset management reporting.

This combination of software expertise has enabled me to deliver accurate, real-time financial insights and improve process efficiency by automating recurring accounting tasks, ensuring both compliance and scalability for diverse organizations.

How many years of proven experience with accounting software (Yardi, QuickBooks, NetSuite, etc.) do you have? Please provide details.

Do you have experience processing Common Area Maintenance (CAM) reconciliation? Explain.

Yes, I have solid experience processing Common Area Maintenance (CAM) reconciliations, particularly within real estate and property management accounting environments.

In my previous roles, I handled the annual CAM reconciliation process for multiple commercial and mixed-use properties. This involved comparing actual shared operating expenses—such as utilities, landscaping, security, maintenance, and janitorial services—to the tenant’s estimated payments collected throughout the year. I ensured that all recoverable expenses were properly allocated based on each tenant’s lease terms, square footage, and proportionate share.

Using systems such as Yardi, QuickBooks, and Excel-based reconciliation models, I reviewed general ledger accounts, validated vendor invoices, and prepared detailed tenant reconciliation statements to determine whether additional charges or credits were due. I also collaborated closely with the property management and leasing teams to ensure accuracy in lease abstracts and compliance with tenant agreements.

This experience has strengthened my ability to manage complex reconciliations, variance analysis, and year-end adjustments, ensuring transparency, accuracy, and timely communication with both internal stakeholders and tenants.

Do you have experience processing AIA Progress payments? Explain.

Yes, I have extensive experience processing AIA Progress Payments in accordance with AIA billing standards (AIA G702 and G703 forms), particularly in construction and project-based accounting environments.

My responsibilities included preparing, reviewing, and submitting monthly progress billings based on the percentage of completion for each project phase. I ensured that Schedule of Values (SOV) was accurately maintained, aligning with contract terms, approved change orders, and project milestones. Using accounting platforms such as CMiC, Sage 300 (Timberline), and QuickBooks, I verified that all billed amounts corresponded with the work completed and retained the appropriate retainage percentages.

I collaborated closely with project managers, estimators, and clients to reconcile billing discrepancies, track contract modifications, and ensure timely payment applications. I also prepared supporting documentation for architect and owner approval, ensuring compliance with AIA standards and contractual obligations.

This experience has allowed me to strengthen my understanding of construction cost accounting, WIP schedules, and contract revenue recognition (ASC 606) while maintaining transparency, accuracy, and timeliness in project billing cycles.

Do you have experience processing Escrow reconciliation? Explain.

Yes, I have strong experience processing escrow reconciliations, particularly in real estate, construction, and financial services settings where client and trust accounts must be maintained with precision and compliance.

My role involved performing monthly and quarterly escrow reconciliations to ensure that funds held in escrow accounts matched detailed subsidiary ledgers and bank statements. I reconciled deposits, disbursements, interest earnings, and outstanding balances, verifying that all transactions complied with regulatory and contractual requirements. Using systems such as Yardi, QuickBooks, and Excel, I maintained three-way reconciliations—matching the general ledger, bank balance, and client ledger—to ensure accuracy and audit readiness.

Additionally, I collaborated with property managers, title officers, and finance teams to resolve discrepancies, document supporting evidence, and ensure timely release or replenishment of escrow funds as projects progressed.

This process strengthened my skills in cash management, internal controls, and compliance auditing, helping maintain transparency and financial integrity for both clients and the organization.

What experience do you have in inventory management or accounting?

I have over 15 years of progressive experience in accounting and financial management, which includes extensive work in inventory accounting, cost control, and reconciliation across manufacturing, automotive, and service industries.

In my recent role as Controller at Accometrics Accounting (Detroit, MI), I supervised inventory reconciliation, cost variance analysis, and inventory valuation under GAAP. I integrated ERP systems like SAP, NetSuite, and QuickBooks to automate inventory tracking, reducing reconciliation errors by 30% and improving reporting accuracy by 40%.

While at Magna International, I worked closely with operations and supply chain teams to manage inventory forecasting, cost of goods sold (COGS) analysis, and variance reporting. I also implemented Just-in-Time (JIT) and EOQ models that reduced warehousing costs by 12%.

Earlier in my career with Runner Motors Ltd and Akij Group, I developed standard cost models, monitored raw material and WIP (work-in-progress) accounts, and ensured compliance with GAAP/IFRS standards.

Overall, my background combines financial accounting precision with operational insight—allowing me to effectively manage inventory valuation, internal controls, and financial reporting for complex organizations.

How did you do successful inventory management?

I achieved successful inventory management by combining accurate tracking, process automation, and strong coordination between accounting and operations. I implemented ERP systems such as SAP and NetSuite to monitor real-time stock levels, automate cost allocations, and reconcile inventory with the general ledger.

By introducing cycle counts, variance analysis, and standard costing, I reduced discrepancies by 30% and improved inventory accuracy to over 98%. I also applied Just-in-Time (JIT) and economic order quantity (EOQ) methods to minimize excess stock and carrying costs.

In addition, I worked closely with procurement and production teams to forecast demand and align purchasing schedules, ensuring materials were available without overstocking. These steps significantly improved cost control, cash flow, and reporting reliability.

Give a good example of good procurement system

An Example of a Good Procurement System:

A good procurement system ensures that materials and services are purchased efficiently, cost-effectively, and with full transparency from requisition to payment.

For example, at Accometrics Accounting, I helped implement an ERP-based procurement workflow in SAP and NetSuite that automated the entire process — from purchase requisition, approval, and purchase order generation to goods receipt, invoice matching, and payment processing.

Each purchase request required budget verification and multi-level approval, preventing unauthorized spending. The system automatically matched purchase orders (POs), invoices, and receipts (three-way matching) to eliminate manual errors. Vendors were selected based on price, quality, and past performance metrics, ensuring competitive sourcing.

As a result, procurement cycle time was reduced by 25%, vendor compliance improved, and the company achieved better cost control and audit transparency.

What Airlines and Aviation experience do you currently have?

While I have not worked directly for an airline, I have extensive accounting, financial management, and ERP system experience that directly supports the aviation and transportation sectors. In previous roles, I managed cost accounting, budgeting, and regulatory reporting for clients involved in logistics, travel management, and maintenance operations, where accuracy, compliance, and scheduling were critical—similar to aviation finance.

I also have a strong understanding of fuel cost tracking, asset management, and maintenance expense allocation, as well as experience in GAAP/IFRS compliance and internal controls applicable to aviation-related organizations. My background in data analytics and ERP systems like SAP and NetSuite equips me to handle the precision and reporting standards required in the airline industry.

What experience do you have in leading and developing teams?

I have over 15 years of experience leading and developing teams across accounting, finance, and operations functions. As a Controller at Accometrics Accounting, I supervised and mentored a team of accountants and payroll specialists, improving efficiency and accuracy through regular training, workflow automation, and performance reviews.

Previously, at Akij Group, I managed a 50-member finance team, delegating tasks, setting KPIs, and creating cross-training programs that enhanced collaboration and reduced reporting delays by 25%. I believe effective leadership combines clear communication, empowerment, and accountability, allowing each team member to grow while contributing to organizational goals.

What is your process in leading and developing teams?

My process for leading and developing teams focuses on communication, collaboration, and continuous improvement. I begin by setting clear goals and expectations, ensuring every team member understands their role in achieving organizational objectives.

I conduct regular check-ins and performance reviews to provide constructive feedback and recognize achievements. I also focus on mentorship and skill development, encouraging employees to expand their technical and professional capabilities through training and cross-functional projects.

Additionally, I promote a supportive and accountable culture—where ideas are welcomed, issues are addressed early, and everyone feels empowered to contribute. This approach consistently improves team morale, efficiency, and long-term retention.

What experience do you have with Cash Flow Forecasting?

I have extensive experience in cash flow forecasting and liquidity management through my roles as a Controller and Financial Analyst. At Accometrics Accounting, I developed and maintained weekly, monthly, and quarterly cash flow forecasts using Excel and ERP tools like NetSuite and QuickBooks, integrating data from AR, AP, payroll, and capital expenditures.

By analyzing inflows, outflows, and working capital trends, I helped management anticipate shortfalls, optimize vendor payments, and plan financing needs. I also built scenario-based forecasts to model the impact of revenue fluctuations, which improved cash utilization and decision-making accuracy by over 20%.

Describe your best practice for cash flow forecasting

My best practice for cash flow forecasting begins with maintaining accurate, real-time financial data from all major sources—accounts receivable, accounts payable, payroll, and capital expenditures. I use rolling forecasts updated weekly or monthly to reflect the latest business activities and adjust for seasonality or market shifts.

I categorize cash flows by operating, investing, and financing activities, ensuring clarity in both short-term liquidity and long-term funding needs. I also create scenario analyses (“best, worst, and expected”) to prepare for potential cash constraints.

What is your experience in CPG (Consumer Packaged Goods) exposure?

I have hands-on experience supporting Consumer Packaged Goods (CPG) operations through my accounting and financial management roles in manufacturing and distribution environments. At Akij Group and Runner Motors Ltd, I managed cost accounting, inventory valuation, and sales forecasting for multiple CPG product lines, including food, beverages, and consumer goods.

I collaborated closely with production and supply chain teams to analyze SKU-level profitability, track promotion and discount impacts, and ensure accurate COGS reporting under GAAP. I also used ERP systems like SAP and NetSuite to monitor demand, optimize working capital, and improve forecast accuracy.

This experience has given me a deep understanding of high-volume production cycles, inventory turnover, and margin management, which are critical to financial success in the CPG industry.

What work experience do you have with Activity-Based Costing (ABC)?

I have extensive experience applying Activity-Based Costing (ABC) to improve cost visibility and decision-making in manufacturing and service environments. At Magna International and Accometrics Accounting, I implemented ABC models to allocate overhead and indirect costs—such as machine hours, labor, and setup time—more accurately across multiple product lines.

This approach helped identify non-value-added activities, refine pricing strategies, and improve profitability analysis by department and customer. I also used data from ERP systems like SAP and NetSuite to automate cost driver tracking and integrate ABC results into financial reports.

As a result, management gained clearer insights into true product costs, which led to better budgeting, performance measurement, and resource optimization.

What work experience do you have with Activity-Based Costing (ABC)?

I have extensive experience applying Activity-Based Costing (ABC) to improve cost visibility and decision-making in manufacturing and service environments. At Magna International and Accometrics Accounting, I implemented ABC models to allocate overhead and indirect costs—such as machine hours, labor, and setup time—more accurately across multiple product lines.

This approach helped identify non-value-added activities, refine pricing strategies, and improve profitability analysis by department and customer. I also used data from ERP systems like SAP and NetSuite to automate cost driver tracking and integrate ABC results into financial reports.

As a result, management gained clearer insights into true product costs, which led to better budgeting, performance measurement, and resource optimization.

What approach do you follow in Activity-Based Costing (ABC), describe in detail

My approach to Activity-Based Costing (ABC) focuses on linking every indirect cost to the activities that drive them, ensuring accurate and meaningful cost allocation. I typically follow a structured, five-step process:

1. Identify Key Activities:
   I start by mapping all major operational activities—such as purchasing, production setup, quality inspection, logistics, and customer support—that consume resources.

2. Assign Costs to Activity Pools:
   I collect and assign all indirect and overhead costs (e.g., maintenance, utilities, depreciation, indirect labor) into activity cost pools based on departmental or functional categories.

3. Determine Cost Drivers:
   For each activity, I identify measurable cost drivers—such as machine hours, purchase orders, or number of setups—that best represent resource consumption.

4. Calculate Activity Rates:
   I divide the total activity cost pool by its corresponding cost driver volume to determine an activity rate (e.g., cost per setup, cost per inspection).

5. Assign Costs to Products or Services:
   Finally, I apply the activity rates to each product or service based on its actual usage of cost drivers. This provides a true reflection of product cost and profitability.

In practice, I implement this process using ERP and analytics tools like SAP, NetSuite, and Power BI to automate cost driver tracking, perform variance analysis, and continuously update cost pools.

This approach has helped management identify high-cost processes, reduce waste, and improve pricing accuracy and profitability analysis—especially in multi-product manufacturing environments.

What is your experience in RLM?

I have hands-on experience using RLM ERP software for end-to-end accounting, inventory, and production management in a manufacturing and distribution environment. My responsibilities included maintaining general ledger integrity, reconciling inventory and COGS, and integrating RLM data with QuickBooks and Excel for consolidated reporting. I generated financial statements, purchase orders, and job-costing reports directly through RLM, ensuring accurate cost allocations and timely month-end close. Additionally, I collaborated with operations and production teams to track WIP, order fulfillment, and material costs, improving accuracy by 20%. My familiarity with RLM’s modules—Financials, Production, and Inventory—helped streamline cross-departmental workflows and enhance real-time visibility of key business metrics.

Describe your experience with Yardi

I have extensive experience using Yardi Voyager and Yardi Breeze for property and financial management. My work involved handling accounts payable/receivable, CAM reconciliations, tenant billing, rent roll adjustments, and financial reporting across multiple entities. I configured chart of accounts, maintained GL integrity, and automated bank reconciliations within Yardi. Additionally, I used Yardi’s report writer and Excel export tools to generate customized statements for management and auditors. My experience also includes onboarding new properties, performing lease administration, and reconciling AIA progress payments for construction projects integrated through Yardi. This hands-on expertise has helped streamline monthly close processes, enhance reporting accuracy, and ensure full GAAP compliance.

What approach do you follow in Activity-Based Costing (ABC), describe in detail

My approach to Activity-Based Costing (ABC) focuses on linking every indirect cost to the activities that drive them, ensuring accurate and meaningful cost allocation. I typically follow a structured, five-step process:

1. Identify Key Activities:
   I start by mapping all major operational activities—such as purchasing, production setup, quality inspection, logistics, and customer support—that consume resources.

2. Assign Costs to Activity Pools:
   I collect and assign all indirect and overhead costs (e.g., maintenance, utilities, depreciation, indirect labor) into activity cost pools based on departmental or functional categories.

3. Determine Cost Drivers:
   For each activity, I identify measurable cost drivers—such as machine hours, purchase orders, or number of setups—that best represent resource consumption.

4. Calculate Activity Rates:
   I divide the total activity cost pool by its corresponding cost driver volume to determine an activity rate (e.g., cost per setup, cost per inspection).

5. Assign Costs to Products or Services:
   Finally, I apply the activity rates to each product or service based on its actual usage of cost drivers. This provides a true reflection of product cost and profitability.

In practice, I implement this process using ERP and analytics tools like SAP, NetSuite, and Power BI to automate cost driver tracking, perform variance analysis, and continuously update cost pools.

This approach has helped management identify high-cost processes, reduce waste, and improve pricing accuracy and profitability analysis—especially in multi-product manufacturing environments.

Construction Accounting Basics

1. What is financial management?

Financial management refers to the strategic process of planning, organizing, directing, and controlling financial activities within an organization. In construction, it ensures that projects stay within budget while maintaining profitability. Key aspects include cash flow management, budgeting, forecasting, and investment planning. For example, a construction manager may allocate $500,000 for materials and $200,000 for labor in a project budget, tracking each expenditure to avoid overruns. Financial management also includes performance evaluation through financial ratios and variance analysis, allowing companies to make informed decisions that strengthen financial stability and ensure long-term business growth.

2. How to use QuickBooks in construction accounting?

QuickBooks simplifies construction accounting by tracking project income, expenses, and profitability. Contractors can create job-specific accounts to monitor materials, labor, and subcontractor costs. For instance, a project named “Greenfield Apartments” can be set up as a job under a customer, with all related invoices, bills, and payments recorded accordingly. QuickBooks also integrates with time-tracking tools for payroll management and generates reports such as job cost summaries, balance sheets, and profit & loss statements. Additionally, it helps automate AIA billing and retainage tracking, ensuring accurate progress billing and better financial control across multiple construction projects.

3. What are AIA progress payments?

AIA (American Institute of Architects) progress payments are structured payments made to contractors during a construction project, based on the percentage of work completed. They follow the AIA (American Institute of Architects) standard forms G702 and G703, which detail billing and progress schedules. For example, if 40% of a $1 million project is completed, the contractor may bill $400,000 minus retainage (typically 10%). These payments ensure consistent cash flow for contractors and subcontractors, preventing financial strain during long-term projects. AIA progress billing also provides transparency for owners and lenders by verifying that payments align with actual work performed and approved milestones.

4. What is escrow reconciliation?

Escrow reconciliation is the process of verifying that the funds held in escrow match the related transaction records. In construction, escrow accounts may hold retainage or client funds until project completion. Reconciliation ensures that deposits, disbursements, and interest align with contract terms. For example, if $100,000 is held in escrow for final inspection, reconciliation confirms that no unauthorized withdrawals occurred and all interest earned is properly recorded. Accurate escrow reconciliation helps prevent legal disputes, ensures compliance with trust accounting laws, and builds credibility with clients by safeguarding financial transparency in construction and property management transactions.

5. What is CAM in accounting?

CAM stands for Common Area Maintenance, referring to shared expenses in commercial property management, such as landscaping, security, utilities, and parking lot upkeep. In construction and real estate accounting, landlords allocate CAM costs proportionally among tenants based on leased square footage. For example, if a shopping center’s total CAM expense is $120,000 annually and a tenant occupies 10% of the space, they would pay $12,000. Accurate CAM accounting requires tracking actual versus budgeted costs, maintaining supporting invoices, and reconciling tenant payments annually. Proper CAM management ensures fair cost distribution, transparency, and compliance with lease agreements.

6. How to manage financial records effectively?

Effective financial record management ensures transparency, accuracy, and compliance with GAAP. In construction, this means maintaining up-to-date ledgers, organizing invoices, receipts, and contracts, and using accounting software like QuickBooks, Sage, or Procore. For instance, all expenses for a residential project should be tagged by cost code (e.g., framing, plumbing, electrical). Regular reconciliations, internal audits, and digital backups safeguard against data loss. Reports such as job cost analysis and cash flow statements should be reviewed monthly. Well-organized records enable timely financial decisions, simplify tax filing, and strengthen internal controls for long-term financial sustainability.

7. What is job costing in construction accounting?

Job costing tracks all costs related to a specific construction project, allowing companies to measure profitability. Each job includes direct costs (materials, labor) and indirect costs (overhead, equipment rental). For example, if Project A incurs $300,000 in materials, $150,000 in labor, and $50,000 in overhead, the total job cost is $500,000. If billed revenue is $650,000, the project yields a $150,000 profit. Job costing helps management compare estimates to actuals, control budget overruns, and forecast future projects. QuickBooks, Sage, or Viewpoint can automate job costing for accurate real-time cost tracking and reporting.

8. What is retainage in construction accounting?

Retainage is a portion (typically 5–10%) of a contractor’s payment withheld until the project is completed to ensure work quality and contract compliance. For example, on a $1 million contract, $100,000 might be retained until all inspections are approved. Retainage protects owners by ensuring contractors finish punch lists and meet specifications. Accounting for retainage involves tracking both receivable and payable balances separately in QuickBooks or construction ERPs. Proper retainage management improves cash forecasting, maintains compliance with contractual obligations, and avoids disputes by keeping accurate records of withheld and released funds.

1. What is Accounting and Financial Management?

Accounting and Financial Management refers to the processes of recording, classifying, summarizing, and interpreting financial transactions to support decision-making. It includes financial reporting, budgeting, forecasting, cost control, compliance, and strategic analysis. Effective financial management ensures that resources are used efficiently, risks are mitigated, and the organization remains profitable and sustainable.

2. What are the key responsibilities of accounting and financial managers?

They oversee financial operations, including general ledger management, month-end and year-end closings, payroll, payables, receivables, and internal controls. Managers also develop budgets and forecasts, prepare financial statements in compliance with GAAP or IFRS, and lead process improvements through ERP and automation tools. They provide strategic insights that guide investment decisions, cost optimization, and business growth.

3. How do accounting software systems like Yardi, QuickBooks, and NetSuite enhance financial management?

These systems streamline accounting functions by automating transaction entry, reconciliation, and reporting. They help maintain real-time visibility of financial performance and reduce manual errors.

• Yardi: Designed for real estate and property management, handling rent, leases, CAM reconciliations, and tenant ledgers.

• QuickBooks: Ideal for small to mid-sized businesses, supporting invoicing, payroll, and bank reconciliation.

• NetSuite: A cloud-based ERP that integrates accounting, CRM, inventory, and financial planning for scalable enterprises.

By using these tools, organizations enhance accuracy, compliance, and efficiency in financial operations.

4. What is Common Area Maintenance (CAM) Reconciliation?

CAM Reconciliation is the annual process of comparing estimated shared property expenses (like maintenance, security, landscaping, and utilities) billed to tenants with the actual expenses incurred. Accountants adjust tenant charges based on lease terms and square footage.
Using systems like Yardi or Excel, professionals ensure that all recoverable expenses are properly allocated, variances are explained, and tenants receive transparent statements showing credits or additional charges due.

5. What are AIA Progress Payments?

AIA Progress Payments are standardized billing forms developed by the American Institute of Architects (AIA) used in construction project accounting to request payment based on the percentage of work completed.

• Form G702 (Application and Certificate for Payment) summarizes total work completed, retainage, and current payment due.

• Form G703 (Continuation Sheet) breaks down the Schedule of Values (SOV), listing each cost item and its completion percentage.
  These forms ensure clear communication between contractors, architects, and owners, maintaining financial accuracy and contract compliance throughout the project lifecycle.

6. What is Escrow Reconciliation?

Escrow Reconciliation is the process of verifying that the balance in an escrow account matches the supporting records such as the bank statement, general ledger, and client ledger (a three-way reconciliation). It ensures that client or project funds held in trust are accurately tracked and disbursed.
This process is crucial in real estate, construction, and legal accounting, as it maintains compliance, prevents fund mismanagement, and ensures that every dollar held in escrow is properly accounted for.

7. How do these processes interconnect in real-world accounting?

In industries like real estate and construction, all these functions—CAM reconciliation, AIA progress billing, and escrow management—interact within the broader accounting system. For instance:

• Yardi automates property-level accounting including CAM and escrow tracking.

• QuickBooks and NetSuite integrate with project management systems to handle AIA progress billing and revenue recognition.
  Together, they form a comprehensive financial ecosystem that ensures operational transparency, timely billing, and accurate financial reporting.

Accounting and Financial Management FAQs

I am a seasoned accounting and financial management professional with over 15 years of progressive leadership experience in financial reporting, budgeting, cost control, and audit compliance across industries including hospitality, real estate, and manufacturing. My background includes managing multi-entity accounting operations, payroll, inventory, and capital projects while ensuring strict adherence to GAAP, IRS, and local tax regulations. I have developed and maintained accounting systems that improved accuracy and efficiency—cutting close cycles by 35% and reducing cost variances by 20%.

In hospitality and private club settings, I bring a strong focus on member billing accuracy, food and beverage cost analysis, departmental budgeting, and service profitability. My experience with ERP systems like QuickBooks, Microsoft Dynamics, and Sage Intacct, combined with hands-on financial leadership, ensures consistent operational excellence, transparency, and sound fiscal management to support a culture of service and sustainability.

Please summarize your professional background and experience in accounting or financial management, particularly within private clubs or hospitality settings.*

I have over 15 years of experience managing full-cycle accounting operations, including Accounts Payable (A/P), Accounts Receivable (A/R), Payroll, and General Ledger (G/L) across multi-entity organizations in manufacturing, construction, and service industries.

In A/P, I’ve implemented automated workflows to streamline vendor invoice processing, maintain accurate ledgers, and ensure timely payments—reducing late fees and improving vendor relationships by 30%. For A/R, I’ve established efficient billing and collection procedures that improved cash flow by 40% and reduced Days Sales Outstanding (DSO) by 25%.

My payroll management experience includes multi-state and union payrolls processed through platforms like ADP, Paychex, and QuickBooks Payroll, ensuring 100% compliance with tax and labor regulations. I’ve also administered benefits, reconciled payroll liabilities, and maintained accuracy through regular audits.

Within the General Ledger, I oversee journal entries, accruals, and reconciliations, ensuring every financial statement aligns with GAAP. I’ve led month-end and year-end closes, coordinated external audits, and maintained a robust internal control framework that consistently passed compliance reviews without exception.

Overall, my hands-on approach combines automation, accuracy, and leadership—resulting in faster closings, improved transparency, and stronger financial integrity across all accounting functions.

Describe your experience managing accounts payable, accounts receivable, payroll, and general ledger functions

I have extensive experience with a wide range of accounting and ERP systems used for financial reporting, budgeting, and payroll management. My core expertise includes Microsoft Dynamics 365, SAP S/4HANA, Oracle NetSuite, QuickBooks Enterprise and Online, Sage Intacct, and Acumatica.

In addition, I have worked with industry-specific platforms such as Yardi (for property and real estate accounting) and Datarails FP&A (for automated forecasting and dashboard reporting). I’ve also integrated reporting tools like Power BI, Tableau, and Excel-based financial models to deliver real-time insights and KPI dashboards for executive leadership.

While I have not directly used Jonas or Club Essentials, I am very familiar with club and hospitality accounting workflows—including member billing, food & beverage cost control, event accounting, and departmental budgeting. My ERP implementation background allows me to learn and configure new systems quickly, ensuring seamless adaptation to Jonas, Club Essentials, or any similar hospitality-focused platform.

What systems or software have you used for accounting and reporting? (Please include any experience with Jonas or Club Essentials.)

Yes, I have coordinated numerous financial audits and tax filings with external auditors, CPAs, and tax authorities throughout my 15+ years in accounting leadership. My role has included preparing and reviewing all audit schedules, reconciliations, and supporting documentation for both interim and year-end audits to ensure full compliance with GAAP, IRS, and state regulations.

I serve as the primary liaison between the company and external auditors, addressing inquiries, explaining variances, and ensuring that all audit requests are met accurately and on time. I’ve also reviewed and signed off on audit adjustments, prepared PBC (Prepared by Client) lists, and implemented corrective actions based on auditor feedback.

For tax compliance, I work closely with outside tax advisors to prepare and review corporate income, payroll, property, and sales tax filings, ensuring timely submissions and eliminating penalties. In one of my recent roles, I streamlined audit preparation through automated reconciliations, which cut audit turnaround time by 30% and earned consistent “clean” opinions from auditors.

Have you coordinated audits or tax filings with outside auditors? What was your role in that process?

I ensure accuracy, integrity, and strong internal controls in financial operations through a combination of structured processes, technology, and oversight. My approach begins with establishing clear accounting policies and segregation of duties to minimize risk and prevent errors or fraud. Every transaction—whether in A/P, A/R, payroll, or the general ledger—goes through a documented review and approval workflow.

I maintain monthly account reconciliations, variance analyses, and audit trails in ERP systems such as Microsoft Dynamics, SAP, and QuickBooks, which ensures data integrity across all ledgers. I also perform random internal audits and compliance checks to verify accuracy and adherence to GAAP and company policy.

In addition, I develop and train staff on proper documentation, approval hierarchies, and system-based controls. For example, in my previous role, implementing automated approval workflows reduced posting errors by 40% and improved audit readiness by 30%.

Ultimately, I believe that financial integrity depends on a culture of accountability—where every team member understands the importance of transparency, precision, and ethical reporting.

How do you ensure accuracy, integrity, and internal controls within financial operations?

Throughout my career, I’ve built strong partnerships with department heads and non-financial managers to create realistic budgets, control costs, and align financial goals with operational performance. I start by translating complex financial data into clear, actionable insights—helping managers understand how their decisions affect profitability, cash flow, and KPIs.

In my role as Controller, I led monthly budget review meetings with operations, sales, and purchasing teams, providing variance analyses and recommending corrective actions. For example, by working closely with the production and procurement teams, I helped identify material cost inefficiencies that reduced overall production expenses by 12%.

I also developed department-specific forecasting templates in Excel and Power BI, enabling non-financial leaders to track expenses, measure performance, and improve accountability. This collaborative approach not only strengthened financial discipline but also fostered a sense of ownership and transparency across the organization.

Describe how you’ve partnered with department heads or non-financial managers to support effective budgeting and cost management.

I contribute to a positive and collaborative workplace by fostering open communication, mutual respect, and teamwork. I believe that collaboration thrives when every team member feels heard, valued, and empowered to share ideas. In my previous roles, I’ve encouraged cross-departmental problem-solving sessions, where finance, operations, and project teams work together to resolve challenges and align on goals.

I also promote positivity through recognition and mentorship—acknowledging good performance and helping others grow in their roles. When conflicts arise, I approach them with professionalism and empathy, focusing on solutions rather than blame. I use tools like shared dashboards, ERP integrations, and workflow check-ins to keep communication transparent and projects on track.

Ultimately, I lead by example—maintaining integrity, accountability, and optimism, which helps build a culture of trust and continuous improvement.

How do you contribute to a positive and collaborative workplace?

In my role as Financial Planning & Analyst at Magna International, I identified a significant variance between projected and actual production costs using a detailed cost-volume-profit (CVP) analysis. My analysis revealed inefficiencies in raw material procurement and underutilized labor hours. I presented a corrective plan that restructured vendor contracts, optimized labor scheduling, and aligned production runs with demand forecasts.

As a result, the company reduced material waste by 15%, improved gross margins by 8%, and saved over $500,000 annually. This analysis also guided leadership’s decision to reinvest savings into automation upgrades, boosting long-term efficiency.

Throughout my career, I’ve applied this same analytical approach—combining data-driven insight with operational collaboration—to help organizations make informed strategic choices that enhance profitability and sustainability.

Tell us about a time when your financial insight or analysis helped guide an organization’s strategic decision.

Can you share an example of when your financial analysis helped your company to make an important decision?

When evaluating the financial health of a private club or hospitality operation, I focus on a blend of profitability, liquidity, and operational efficiency indicators that reflect both fiscal stability and member satisfaction.

Key metrics include:

• Operating Margin and Net Income — to ensure revenues from membership dues, F&B, and events are covering operating costs and generating sustainable surplus.

• Cash Flow and Liquidity Ratios — to confirm the club can meet short-term obligations, fund maintenance, and invest in facility improvements without overleveraging.

• Membership Retention and Dues Dependency Ratios — to assess stability of recurring revenue and reliance on non-dues income (like events or pro shop sales).

• Food & Beverage Cost Percentages and Labor Ratios — to measure efficiency and control variable costs without compromising quality or service.

• Capital Reserve Funding and Deferred Maintenance — to gauge long-term financial planning and ensure the club maintains its property and amenities responsibly.

I also monitor member satisfaction trends alongside these metrics, because financial health in a private club isn’t just about numbers—it’s about sustaining a vibrant, engaged membership that supports the club’s mission and community for years to come.

What financial indicators do you consider most important when evaluating the health of a private club or hospitality operation?

I have hands-on experience using Salesforce as both a financial data integration and customer relationship management (CRM) platform. In my previous roles, I utilized Salesforce to streamline accounting, sales, and operational workflows by connecting it with ERP systems such as Microsoft Dynamics 365 and NetSuite for end-to-end visibility of financial transactions.

I built and maintained custom dashboards and reports to monitor KPIs, revenue pipelines, and receivables, improving forecasting accuracy and decision-making efficiency by 30%. I also collaborated with cross-functional teams to automate quote-to-cash cycles, linking customer data, invoicing, and cash collection processes directly through Salesforce.

Additionally, I participated in system migration and workflow customization projects, ensuring accounting and finance modules adhered to GAAP compliance, data accuracy, and internal controls. My Salesforce experience has consistently enhanced collaboration between finance, sales, and operations — reducing manual entry and improving reporting timeliness by over 40%.

Describe your working experience with Salesforce

Client Trust Account – Definition and Purpose

A Client Trust Account is established to safeguard funds that belong to clients, such as retainers, deposits, settlement proceeds, or prepaid services.
These funds are not revenue to the business until the service is performed or the conditions of release are met.
The account acts as a fiduciary tool to ensure ethical, legal, and financial compliance.

What is client trust account? Describe

I have extensive experience managing client trust accounts in compliance with legal, regulatory, and fiduciary requirements. My responsibilities included segregating client funds from operating accounts, recording all deposits and disbursements with precision, and conducting monthly reconciliations to ensure accuracy and compliance with GAAP and client agreements.

I maintained detailed trust ledgers for each client, ensuring transparency and audit readiness while preventing commingling of funds. In collaboration with auditors and compliance teams, I implemented internal controls and dual-authorization processes to safeguard funds and maintain integrity across all transactions.

Additionally, I regularly generated trust balance reports, verified balances against bank statements, and ensured all disbursements were properly authorized and documented. This rigorous process improved reporting accuracy by over 98% and built strong client confidence in financial stewardship.

How to prepare annual Budget, describe with data driven examples

I have extensive experience managing client trust accounts in compliance with legal, regulatory, and fiduciary requirements. My responsibilities included segregating client funds from operating accounts, recording all deposits and disbursements with precision, and conducting monthly reconciliations to ensure accuracy and compliance with GAAP and client agreements.

I maintained detailed trust ledgers for each client, ensuring transparency and audit readiness while preventing commingling of funds. In collaboration with auditors and compliance teams, I implemented internal controls and dual-authorization processes to safeguard funds and maintain integrity across all transactions.

Additionally, I regularly generated trust balance reports, verified balances against bank statements, and ensured all disbursements were properly authorized and documented. This rigorous process improved reporting accuracy by over 98% and built strong client confidence in financial stewardship.

Can you share how your previous experience in financial leadership and accounting

My extensive background in financial leadership and accounting has equipped me with the technical, managerial, and ethical foundation needed to excel as a Controller at Habitat for Humanity. Over the past 15 years, I have overseen full-cycle accounting, cost control, and financial reporting across industries including construction, non-profit, and manufacturing—each requiring strict adherence to GAAP, donor compliance, and grant accounting principles.

In my previous roles as Controller and Financial Systems Manager, I successfully streamlined month-end close by 40%, implemented ERP systems such as QuickBooks Online, NetSuite, and Microsoft Dynamics 365, and introduced budget forecasting models that improved accuracy by 25%. These initiatives enhanced transparency, accountability, and financial stewardship—values central to Habitat’s mission.

Beyond technical expertise, my experience collaborating with department heads and managing cross-functional teams aligns with Habitat’s community-driven approach. I have led budgeting for multi-site operations, ensured compliance with federal and state audits, and partnered with leadership to allocate resources toward socially impactful projects.

I am deeply inspired by Habitat for Humanity’s mission of building affordable housing and empowering families. My goal is to apply my financial acumen to strengthen fiscal sustainability, ensure accurate reporting, and support the organization’s continued growth and community service impact.

What are ACaccounting principles, reporting, and job costing?

I have in-depth knowledge of construction accounting principles under GAAP and percentage-of-completion (POC) methods, with extensive experience managing job costing, WIP schedules, and progress billings for multi-million-dollar projects. My background includes preparing AIA-formatted invoices, tracking costs by phase, cost code, and cost type, and reconciling labor, materials, subcontractors, and overhead allocations. I regularly produce Job Cost Reports, Cost-to-Completion forecasts, and P&L by project, ensuring management has real-time visibility into profitability and cash flow.

I’m proficient with construction ERP platforms such as Sage Intacct, Acumatica, QuickBooks Contractor Edition, and Microsoft Dynamics 365, where I’ve designed automated workflows for budget vs. actual analysis, retention tracking, and progress billing. My understanding of retention accounting, change orders, and indirect cost allocations has helped reduce variance errors by over 25% and improve forecasting accuracy for long-term construction contracts.