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Professional Skillset
My skill set encompasses Accounting, Finance, ERP solutions, IT infrastructure, Cybersecurity, Data Processing, and Web Development, I bring a versatile, cross-functional capability suitable for roles in both business and IT sectors. My ability to navigate complex financial, technological, and regulatory environments equips me to contribute effectively to diverse industries and drive growth and innovation within an organization.
Progressive accounting and financial management experience.
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.
How many years of proven experience with accounting software (Yardi, QuickBooks, NetSuite, etc.) do you have? Please provide details. *
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.
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:
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.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.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.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).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 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:
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.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.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.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).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
What is financial management?
Financial management involves planning, organizing, directing, and controlling financial activities.
How to use QuickBooks?
QuickBooks helps manage finances by tracking income, expenses, and generating reports for better decision-making.
What are AIA progress payments?
AIA progress payments are periodic payments made to contractors based on work completed, ensuring cash flow during construction projects.
What is escrow reconciliation?
Escrow reconciliation ensures that funds held in escrow match the transaction records.
What is CAM in accounting?
CAM stands for Common Area Maintenance, covering shared expenses in property management.
How to manage financial records effectively?
Effective management of financial records involves regular updates, accurate data entry, and utilizing accounting software for organization and reporting.
Accounting and Financial Management FAQs
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.