Controller, Director of Accounting, Senior Accounting Manager

Douglas Ray Ross II

303-***-**** - ****@*******.*** – linkedin.com/in/douglasrayrossiimba

Accounting & Finance Management

CFO … Treasury … Controller … P&L … PMO … QA … Risk … SOX … FP&A … Process Improvements

Operational Streamlining … Organizational Enhancements … Client Success

Strategic finance and accounting professional highly experienced in GAAP and GAAS accounting management, SOX compliance, financial analysis, accounting database management, and financial statement preparation. Proven ability to analyze, organize, and articulate complex financial and accounting information to executives and shareholders, while meeting tight deadlines and managing heavy workloads in fast paced environments.

Budget & Cost Oversight

Cash & Asset Management

Policies & Procedures

Regulatory Compliance

Software Integration

Productivity Improvements

Client Relations & Retention

Contract Administration

JV & MA Due Diligence

Project Planning & Management

Quality Assurance

Bank Investor Relations

Financial & Management Reporting

Risk Assessment & Mitigation

Organizational Development

Adept at building proactive teams, developing positive relationships, and valuable strategic alliances. Successfully manages multiple complex projects and resolves critical issues in a timely cost-efficient manner. Highly developed communications, organizational, analytical and interpersonal skills. Strongly committed to achieving company and professional development goals. Fluent in Spanish.

Career Expertise & Selected Achievements

Decreased cost - In a new startup company, saw the immediate need to streamline back-office functions. In less than a month of being hired as Controller, assumed and took over all duties of human resources, bi-weekly payroll processing, and weekly accounts payable management. Dove deeply into accounting and banking records, and from there, advised the CEO/Owner on critical vs. non-critical purchasing. As a result, able to reduce total company overhead by 35% and total Accounts Payable spend by 15%.

Eliminated the need for outsourced CPA firm management - Within my first 90 days on the job, developed and documented application of all accounting guidance, internal control policies and procedures, and departmental processes which included accounts receivable, accounts payable, revenue recognition, and operating expense accruals. In addition, transferred and migrated all finance and accounting duties internally, assuming full responsibility. Resulted in savings of $50K annually.

Invoiced and collected $40 million backlog in outstanding account receivables - As a new startup company's first Controller, saw the immediate need to eliminate inefficiency and waste. Within first 90 days on the job, facilitated the transfer of all accounting duties from the outsourced accounting firm to in-house back-office personnel, saving the company $75K annually. Specifically, built out an accounting team of eleven people, ensuring smooth financial operations on a day-to-day basis through problem resolution, training, mentoring, managing work allocation, as well as developing internal policies and procedures. Brought critical aged customer accounts current and eased short-term cash flow constraints.

Surpassed the monthly collection goal of $1.1 million – Assumed additional responsibility of revamping departmental daily schedules and directing their everyday tasks and work-flow. By restructuring individual staff duties, increased average monthly collections by 5.33% (from $864K to $910K). Moreover, within first three months on the job, exceeded monthly collection goal of $1.1M by 2.29% for the first time that year, bringing everyone in the company a bonus.

Reduced month-end close processing time by 50% (from 14 to 7 days) - As Senior Accountant, took it upon myself to get senior management the financial statement data needed to make faster informed decisions. Ensured all month-end close procedures were completed timely and accurately by directing the day-to-day management of the firm’s accounting function on multiple sets of accounting books. Also, consolidated function onto one accounting platform (instead of running two in parallel) and transitioned all finance and accounting duties to the federal sales office on the east coast (in Vienna, VA). This saved the company the equivalent of a single person's (headcount) salary and benefits by performing the functions and duties of both a Senior Corporate Accountant and an Assistant Controller simultaneously.

Found extra interest income opportunities for the firm - As the newly hired Financial Analyst, took it upon myself to fully know and understand what the company was obligated to contractually with each of its clients/customers. To achieve this, sat down and took the time to read thoroughly through each of our 33 contracts. As such, discovered extra interest income opportunities through proper treasury management, averaging over $5K monthly, bringing in over $60K annually in interest receivables. .

Managed A/P for eight different offices across the U.S. Reduced client bill-pay processing time by 3 hours daily (15 hours weekly), as well as reduced internal Accounts Payable processing time by 2.5 hours daily (12.5 hours weekly). Furthermore, saved the company a headcount of 3 employees’ annual income and benefits by simultaneously taking on the responsibilities of Financial Analyst, Corporate Accounts Payable Manager, and Custodial Accounts Treasury Manager. Reduced costs, improved productivity, quality, and efficiency.

Professional Experience

Streyle Management LLC a Startup company (May 13, 2024 – October 3, 2024)

Controller

Reduced overhead 35% by assuming duties of human resources, bi-weekly payroll processing, and weekly accounts payable management

Cut A/P spending by 15% through advising the CEO/Owner on critical vs. non-critical purchasing

Built new cost accounting reporting to give CEO/Owner full visibility of all project metrics

Developed employee handbook from scratch

Created first ever P&L to be in line with GAAP

Tipping Point Solutions, Inc. (October 11, 2022 – July 17, 2023)

Controller

Guided day-to-day accounting activities of four separate companies and one joint venture through a team of accounting specialists to ensure compliance with U.S. GAAP, government agencies, DCAA regulations, FAR policies, and external audits

Developed and documented application of accounting guidance, internal control policies and procedures, and departmental processes including accounts receivable, accounts payable, revenue recognition, and operating expense accruals

Eliminated the need for outsourced CPA firm management by transferring and migrating all finance and accounting duties internally, assuming full responsibility and achieving $50K in annual savings

Processed multi-state payroll while supervising the preparation of various state tax filings, use tax, and business property tax returns

Involved in government contract proposal pricing, annual forward pricing budgets, and computing resource billing and indirect cost rates

Jogan Health, LLC a Startup company (March 21, 2022 – August 16, 2022)

Controller

Built out an accounting team of eleven people, (5 Billing Specialists, 2 A/R Specialists, 1 A/P Specialist, 1 A/R-A/P Lead, 1 Staff Accountant, and 1 Senior Accountant) ensuring smooth financial operations on a day-to-day basis through problem resolution, training, mentoring, managing work allocation, as well as developing internal policies and procedures

Invoiced and collected $40 million backlog in outstanding account receivables, bringing critical aged customer accounts current and easing short-term cash flow constraints

Implemented accounting software conversion and migration of financial platform from QuickBooks Online to Oracle NetSuite

Facilitated the transfer of all accounting duties from outsourced accounting firm to in-house personnel, saving the company $75K annually

Monitored current and projected cash inflows and outflows to ensure sufficient liquidity to fund operations; Established proper treasury controls

Westmoreland Mining LLC (October 29, 2018 – February 16, 2022)

Accounting Manager

Supervised the full accounting cycle management of four U.S. and four Canadian coal mines

Directed all invoicing and revenue recognition relating to ASC 606 Revenue from Contracts with Customers for eight Canadian coal mining sites.

Reviewed and approved coal mines’ monthly Balance Sheet account reconciliations, footnotes, roll-forwards, and lease schedules. Also reviewed, approved, and posted staff’s journal entries, cash receipts, and various tax/royalty filings

Formulated monthly and quarterly Financial Statement flux analyses

Reduced month-end close timing from seven to five business days through report automation and entry consolidation/automation

Jacobs Engineering Group Inc. formerly CH2M (December 18, 2017 – June 15, 2018)

Consultant [Joint Venture Accounting Supervisor]

Spearheaded the day-to-day accounting management of 120 domestic and international joint ventures

Reviewed and approved monthly and quarterly account reconciliations, as well as reviewed, approved, and posted staff’s journal entries

Prepared, reviewed, and approved individual joint venture financial statement packages, ensuring compliance with DCMA/DCAA & FAR

Performed monthly joint venture Balance Sheet and Income Statement analyses, and prepared the quarterly Non-controlling Interest Roll-forward Schedule, the quarterly Equity in Earnings Roll-forward Schedule, and both the quarterly Consolidated and Unconsolidated Variable Interest Entity Schedule

Wrote and prepared FASB ASC 810 Consolidation Accounting Memorandums to determine whether to consolidate the joint venture or to account for the joint venture through using the Equity Method of Accounting

Addressed Ernst & Young audit requests, along with internal audit requests

NOW CFO (February 27, 2017 – October 31, 2017)

Consultant [Assistant Controller]

Directed the production, review, and approval of all SEC filings including quarterly 10-Q, annual 10-K, footnotes, Proxy, and various filings in conjunction with equity and debt offerings

Prepared and presented budget-to-actual comparisons and all monthly, quarterly, and yearly financial statements for ten different clients across various industries

Maintained banking relationships and prepared monthly borrowing and debt covenant reports

Built financial analyses, models, and tools for financial reporting utilizing Excel and other business software solutions

Completed month-end closing duties and oversaw all monthly close processes and deadlines including documentation for improvements to internal processes and procedures

Developed budgets and forecasts in order to help guide strategic initiatives of clients

Implemented key metrics, reporting requirements, month-end close procedures, and solution checklists

SpineOne Spine & Sports Center (June 1, 2016 – January 4, 2017)

Billing Manager

Lead a department of seven people (1 Insurance Verification Specialist, 1 Lead Billing Specialist, and 5 Billing Specialists). Responsible for setting their daily schedule, approving their time cards and PTO requests, and directing their everyday tasks and work-flow

Increased average monthly collections by 5.33% (from $864K to $910K) by restructuring individual staff duties

In just three months, beat the monthly collection goal of $1.1M by 2.29% for the first time in 2016, bringing everyone in the company a bonus. Nobody had seen a bonus since October 2015

Reduced Accounts Receivable month-end close time by 50% (from 2 days to 1) through revamping internal processes

Built a collection matrix of all procedures performed for all commercial and government insurances so the company could financially screen patients before accepting them for treatment

Solely responsible for negotiating and settling injury cases (BI, UM, UIM, slip and fall, worker’s compensation, etc.) with in-state and out-of-state law firms, along with commercial insurance companies

Negotiated and established allowable billing amounts for out-of-network claims with commercial insurance companies

Created the first ever yearly budget for the billing department

Reported daily prior day’s new patients, follow-up patients, surgery procedures, x-rays, CT scans, MRI’s, attorney receipts, total amount billed, and total amount collected by entity and doctor

Alden Torch Financial, LLC formerly a subsidiary of Hunt Companies, Inc. (January 6, 2014 – May 31, 2016)

Accounting Manager

Migrated and transferred all finance and accounting data and related functions of the acquisition of the Centerline Platform/Portfolio [consisting of $9.2 billion of investor equity in 113 public and private real estate investment funds comprised of approximately 138,000 property units] from New York, NY to Denver, CO in less than six months

Co-assembled an accounting team to help take over and facilitate day-to-day reporting of approximately 50 GP lower-tier properties, 113 middle-tier investment fund partnerships, and 50 upper-tier corporate entities

Accounting Administrator of JD Edwards EnterpriseOne. Lead the accounting software conversion and migration from Hunt Companies over to Alden Torch. Created new chart of accounts, Companies, and Business Units within the system. Responsible for bank account set-up, unlocking hung-up batches, set-up of AAI’s, new Companies, Business Units, G/L accounts, and maintaining the Address Book, Supplier Master, Customer Master, Fixed Assets Management System, and annual close function

Synchronized quarterly financial statement preparation of all the Affordable Housing corporate entities, quarterly consolidation and elimination of the investment funds and GP properties with the corporate entities, corporate revenue recognition for fee receivables from the investment funds, and computing the recoverability analysis for fee receivables due to the corporate entities from the investment funds and the lower-tier properties

Reviewed and oversaw the monthly valuation recording of Centerline’s $2.8 billion securitization portfolio of approximately 100 taxable and tax-exempt mortgage revenue bonds with Freddie Mac for full GAAP Reporting

Merlin International, Inc. (March 10, 2008 – December 30, 2013)

Senior General Ledger Accountant

Directed the day-to-day management of the firm’s accounting function, including the efficiency and execution of accounting operations, internal controls, technical accounting compliance, DCAA guidelines, DFARS reporting, integrity of the financial information, database management, audit support and analysis, month-end close processes, and financial preparation and reporting on multiple sets of books.

Improved the month-end close process, reducing the time to close-out a particular month by 50% (from fourteen to seven days)

Due to corporate restructuring, facilitated closing-out the back office by consolidating onto one accounting platform and transitioning finance and accounting duties in three months

Ensured all month-end close procedures were completed timely and accurately, including borrowing base certificate preparation, cash flows statement reporting, tax filing requirements, accrual calculations, inter-company transactions, balance sheet account reconciliations, payroll entries, days of sales outstanding (DSO) calculations, GSA sales reporting, cost of goods sold (COGS) and revenue recognition, and other G/L journal entry bookings

Maintained schedules and account reconciliations for fixed assets and depreciation, inventory, GSA price-lists, prepaid expenses, cash, debt, rent, accounts receivable, accounts payable, and operating and capital leases

Vercuity Solutions, Inc. (September 19, 2005 – January 10, 2008)

Corporate Accounts Payable Manager

Reduced client bill-pay processing time by 3 hours daily (15 hours weekly), as well as reduced internal Accounts Payable processing time by 2.5 hours daily (12.5 hours weekly)

Managed thirty-three client custodial bank accounts with monthly cash flows of over $33 million

Closed and reported the accounts payable portion of books by the 5th work-day of every month in accordance to GAAP

Reported/Forecasted/Processed all company vendor invoices and employee expense reports (for eight offices across the U.S.) with the appropriate approvals and correct general ledger coding within the vendor payment terms

Reconciled thirty-three client custodial bank accounts and five internal company bank accounts monthly

Education

MBA, Regis University, Denver, Colorado

Finance & Accounting

BA, Wabash College, Crawfordsville, Indiana

Major: Economics, Minor: Spanish, Area of Concentration: Business

3-time Dean’s List semester recipient

Treasurer of the Phi Delta Theta Fraternity, Indiana Beta Chapter

Technical Skills

Microsoft Dynamics Great Plains General Ledger and Integration Manager, Deltek Costpoint, Oracle PeopleSoft, Oracle E-Business Suite r12.2, Oracle JD Edwards EnterpriseOne, Gusto, Blackline, Intuit QuickBooks, SourceMed ASC AdvantX, Excel, PowerPoint, Word, Publisher

Define problems, collect data, establish facts and draw valid conclusions

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