<p>We are adding a dynamic K-12 Regional Accountant to our growing team!</p> <p>Love numbers? This role is for you!</p> <p>This role is all about analysis and connecting with our customers to ensure their and Taher's finanical needs are met. With a greater concentration on financial oversight of multiple units financial performance, you have direct involvement and engagement with the field. As a member of the Operation team and Finance Team, the Regional Account is a key role in tour organization.</p> <p>Financial Reporting:</p> <p>Weekly Reports: You gather financial information for a "flash" report received from the units with the responsibility of ensuring the timeliness and accuracy of those reports.</p> <ul> <li>Monitor net income, meal counts, participation rates, food and labor costs (or metrics), purchasing activity, inventory levels relative to target. </li><li>Close communication with Unit Directors, DM's, VP's CFO, COO on operating trends, questions, inaccuracies, or performance inconsistencies that may be affecting profitability </li><li>Results are summarized and reported up to the management team, noting areas of concern, actionable items, and deviation from budgeted results. </li></ul> <p>Monthly Operating Statements: Full oversight of the completion and accuracy of the monthly Operating Statement. Due Date: To be completed by the xxth of every month.</p> <ul> <li>Track timeliness of ME Reporting of end-of-month packets (due the 3rd of every month) </li><li>Verify meal counts and/or other key data used for: </li><li>Invoicing </li><li>Preparation of the monthly Operating Statement. </li><li>The "Operating Statement" </li><li>20% of your time to complete the op statement </li><li>80% of your time reviewing, analyzing comprehension of trends, forecasting </li><li>Completion includes: </li><li>Revenues, expenses, meal counts, labor information, validating bank deposits to revenues, commodities, etc. </li><li>Reviewing, Fundamental Analysis, Comprehension, Forecasting includes: </li><li>Review for accuracy </li><li>Comprehension of results and KPI's relative to the budget. </li><li>Rolling forecast to gauge whether the unit is on track for projected year-end results. </li><li>Comparison of Operating results vs Flash results to note any material differences </li><li>Look for and provide solutions for underperforming units and ongoing monitoring of progress. </li><li>Timely communication with unit Directors, DM's, CFO and COO on areas of concerns, questions or necessary focus. </li><li>Recommendation if unit should be considered for the "Triage List" </li></ul> <p>Portfolio Review:</p> <ul> <li>Weekly: </li><li>Review results with the Units, DM, VP </li><li>Hub Team meeting with Hub members, CFO, Controller to review UpSheet, exchange ideas, problem solve, build team culture. </li><li>Potentially develop a weekly or bi-weekly meeting structure with Hub, DM, VP and CFO </li><li>Quarterly: </li><li>Full, in-depth review of portfolio to include Hub Accountant, Hub Team Members (for culture and learning), DM, VP, Controller, CFO, Purchasing and COO </li><li>With the assistance of the Hub Accountant, the DM prepares written summary or recap of the portfolio scripted to the following: </li><li>Results versus Budget (Unit-level and rolled up into consolidate) </li><li>Rolling Forecast (projected results) for the year </li><li>Discussion of units or any metrics materially off from target (e.g. CPM, participation rates, etc.) </li><li>DM is fully accountable for the operating results and budget variances </li></ul> <p>Business Improvements, Operational Engagement:</p> <ul> <li>Communications with Business Units </li><li>Daily calls to units or DM's when targets or off (either Flash or Op's Stmt) </li><li>"Coaching" approach vs a "hammer" approach </li><li>Identify, discuss key items or solutions to optimize financial performance. </li><li>Consider tiers of escalation depending on the situation </li><li>On-site visits to 2-3 units per month </li><li>Inventory management & targets </li><li>Identifying the value drivers for each unit: </li></ul> <p>Opportunities for revenue growth, cost improvements or other financial improvements regardless of whether the unit is underperforming or not.</p> <p>E.g. A unit could be meeting budget for income, but participations rates or meal counts could actually have room to improve.</p> <p>E.g. Labor metrics or Inventory levels running high but could be reduced through initiatives</p> <p>Regional Accountant Tool Kit:</p> <ul> <li>Performance and Action Plan Upsheet </li><li>Summarized performance, statistics and priorities action plans </li><li>KPI's </li><li>A/R past due invoices </li><li>Unit rankings </li><li>Inventory Tool calculator </li><li>Model for "Road to Profitability" for struggling units </li><li>Flash vs Op Statement Variance....already set up in Op's statement </li><li>Billing tracker </li></ul> <p>Invoicing & Accounts Receivable: Responsible for the verification of billing data, preparation of invoice, sending to clients, and timely collection.</p> <ul> <li>Verification process to include schools (client), unit Directors, DM, or lead A/R person. </li><li>Timely invoicing of clients, with coordination and awareness of board approval dates, complexity of invoice. </li><li>Monitor the A/R Aging report, placing timely calls with invoices approaching past due dates. </li><li>Timely research and resolution of any issues, questions or discrepancies raised by the client. </li><li>Year-End billing </li></ul> <p>Metrics of Hub Accountant Performance:</p> <p>Accounts Receivable is a significant value driver for the company</p> <ul> <li>Month-End Generating Invoices: </li><li>70% of units invoiced by day 7. </li><li>95% of units invoiced by day 10 </li><li>Invoicing accuracy: Less of the 2% error rate that would require re-invoicing. </li><li>Year-end billing and account reconciliation completed by <strong><strong>__</strong></strong>. </li><li>Collections of outstanding invoices: </li><li>Target DSO for the hub group is 40 days. </li></ul> <p>Inventory is a significant value driver for the company</p> <ul> <li>Inventory levels for the Portfolio of units must be within 10% of inventory targets. </li><li>Year-end inventories to be 30% of average levels during the school year. </li><li>Operating Results: </li><li>Portfolio of units achieves profitability withing xx% of budget. </li></ul> <p>Various Other Administrative/Accounting:</p> <ul> <li>Setting up monthly budgets for each unit for the year ahead. </li><li>Setting up Flash reports/templates at the beginning. </li><li>Flash training </li><li>Master List of Client & Billing Information </li><li>Performs additional relatd duties as defined by leadership </li></ul> <p>Who We Are:</p> <p>Taher, Inc. is a family-owned, and operated, chef-driven, food service management company providing K-12 school lunch management, campus dining, senior dining, corporate dining and catering, and vending and office beverage services to clients in our growing nationwide footprint.</p> <p>Customers choose Taher for its chef-developed recipes created from natural and sustainable local sources, and for delivering the latest in culinary trends and operational resources to provide outstanding food options for our guests. Taher maintains a consistent presence in Food Service Management's Top 25 companies.</p> <p>The Regional Account must possess a dynamic mindset and a strong skill set to best strengthen operational performance of the regional team with which you will be working. Characteristics include inquisitive excitement, financial analysis and comprehension, passion for problem solving, a sense of accountability, ability to persevere to see your solutions through to build positive successful momentum, initiative and awareness to identify opportunities for improved financial performance and leadership, and a sense of accomplishment for making a difference. Must be able to successfully pass a criminal background check.</p> <p>EOE/AA</p> <p>#INDS</p>