External audit reveals accountant who was blamed for huge mistake was actually the one preventing it, CFO forced to apologize: 'I want to apologize'

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    No assistant for you! LOC I am an account for a Software as a Service(SaaS) company that tends to have some...interesting ideas on how a business. should be run. (Yes, I am from Minnesota, why do you ask?) We did ~30M in revenue when this issue came up, with myself as the only biller, issuing over 1k invoices every month, the bulk of which "needed" to be sent by business day 5.
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    I'd asked repeatedly for an assistant specifically for the billing process, and in turn got someone for collections(which I half-assedly had been doing by myself, and managed a 45 dso), for revenue posting(which wasn't my purview anyway), and for payroll(which I was doing because we literally had no one else), but "no assistant budget could be found," per the CFO. My supervisor, the controller, consistently tried to get me one, but was always denied every time she and I asked.
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    One lovely day, we get a new product: Adobe sign! Our clients can now send documents to their clients/talent for a low low price of exorbitant rate for tiered bundles. I was supposed to get a report of how many packages were signed, then compare to what they were being billed, and "float up" to a higher tier if they used more than they were contracted for 2 months in a row.
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    This worked...OK for the first few months, when only 100 or so clients used the product, AND I received a summary report of usage. But after those few months, the summary report stopped, and adoption. exponentially grew. By April 2020, I was recieveing a 1 million(!) row spreadsheet, plus 2 other supplementary sheets that had 0(zero!!!) key identifiers, but no other instruction on how to complete my job.
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    I repeatedly told my supervisor that this wasn't feasible in the long run, and I couldn't figure out how to calculate floatups, but she was distracted with other things(hi, 2020!), and told me to "figure it out." What I figured out is my need for an assistant was imperative now, and I literally couldn't do my job as is, so I...didn't. O floatups from April- October 2020.
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    Come October, sales, account management, and the c-suite finally figure. out that Adobe revenue is lower than they expect based on usage. I repeated my complaint that I couldn't get everything done with the data they gave me(Adobe data was the least of the missing/incomplete data tbf) without losing in particular Adobe floatups, and EVERYTHING hit the fan. The CFO demanded a full documentation of the billing process because "finance can't be losing so much revenue." Read: why are you guys(and sp
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    I just smiled, nodded, and agreed to comply with an outside auditor documenting my billing process to find. "my" holes. In the 4(!) month process that took about two weeks out of every month, I described my process down to the nitty gritty detail, up to, and including the fact that: A) I did not have a summarized user log. I got an 18k line user LISTING that I had to comb through for duplicates since 60% of our clients use 2 of our platforms and we didn't(and still don't) have single sign on(sso
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    B) There was no db for which addon services our clients were using, and our Metadata platform(AMP) was just a manual check box for each client and each service upkept by the clients account manager C) AMP had no reporting functionality to audit client usage verses contracted usage v billed usage. D) There is more, but I think you get the picture.
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    When the outside consultant gave her report to my supervisor and the CFO, the call was quiet for a long bit, then the CFO said thank you, and disconnected. About 15 minutes later, I get a direct teams video call from the CFO. " <melmn2002>", he said, "I want to apologize. The fact that <company> is still a going concern at all is a testament to your hard work. What you have done with the data you've been given is nothing short of amazing. Thank you." Slightly paraphrased, ofc, but that was the g
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    The next business day, an ad was placed for an assistant for me, and for the SFDC deal desk manager. I haven't had to answer my phone, or dig in customer emails in 3+ years :) I love my assistant and am so glad to have her. She makes my work life 1M times better.
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    kkktookmybabyaway4 They couldn't afford an assistant but could afford a consultant. Sounds about right. Tuarangi They didn't want to pay for an assistant, they had to pay for the consultant because they were forced to and learned to listen. The revenue losses were the friends we made along the way
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    firsttimecaller Did they also give you a bonus/raise/promotion? Some sort of monetary thank you? I think hiring an assistant is the least they could do. melmn2002 OP Since then, my comp has gone up ~30k(50%) so not too bad :)
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    Imaginary-Yak-6487 We have a system we work with for tenant files, billing, applications, day to day tasks, invoices, ect...I've been either the company 10+ years. There's some been using this system for much longer. Someone way up in the company had the bright idea to upgrade the software of our system to a newer version & we can still use the older side. It's been a long slow process trying to learn it. Even the trainers are still trying to figure it out. They're so excited about this new site
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    The easiest thing I found is the invoicing. Now my site only has a few vendors that is in the "shop" the invoices are auto generated & show up. We get an email stating invoices are ready to process. I click the link & it takes me to it. The older invoicing system is still being used by the sites not. transitioned. Then another bright idea on how they will make the payments. Every other week for transitioned sites & every other week for non transitioned. So basically twice a month do my invoices
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    Uppers say eventually all our vendors will in the "shop" So far I can only access 3. Now the director of the maintenance dept is saying that one of our maintenance vendors aren't getting paid. Well, turns out that even if they are in the shop the invoices aren't generated. We had been told to stop going to their direct site bc the new system is so awesome. I noticed that I wasn't receiving invoices from them & went on the old site anyway to print them out so I could submit them for payment. Appa
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    All the sites received an email from their regional, with our RVP, the director of maintenance & a whole lot of the alphabet gang with a list of properties. that have not paid these invoices from this vendor. I sent back my group only, that mine had been entered but AP hasn't paid them yet. AP got lost I guess & a ton of invoices were not paid & sites had accounts frozen. Then all during this time they got a new vendor all set up the company pays for them to pay utilities for the sites.
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    Guess what's not working. Just about all of us have had to call to get them to rush payments bc the utilities wasn't paid by the vendor. But it's a great system. That ALL 300+ of us at site level hate. "Just give it a chance" yeah, it donkey
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    Lolaccio At least they apologised, even so when will people trust the ones doing the work....?!!
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    harrywwc it never ceases to amaze me that you get a constant refrain internally of "we need this" - "no"; "we need this" - "no"; "we need this" - "no"; "we need this" - "no"... a consultant comes in to figure out what is wrong the people complaining all the time, they say "you need this", and the (almost) immediate response is "oh, ok. wish someone had told us this earlier, make it so." (that sound is my head pounding a wall)
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    Cfwydirk CFO.... he said, "I want to apologize. The fact that <company> is still a going. concern at all is a testament to your hard work. nothing short of amazing. Thank you. You kept them in business and got a hearty thank you? Where is your bonus, your promotion, and raise in pay? Loyalty is a one way street. ?

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