 Finance KPIs List

• Invoices Processed per Accounts Payable Employee – We aim to increase the number of invoices processed per accounts payable employee by optimizing workflow and resources.
• Cycle Time: Payment Processing – We aim to reduce the cycle time for payment processing by minimizing the number of business days required to validate and pay invoices.
• Non-PO Payments per Accounts Payable Employee – We aim to increase the number of non-PO payments per accounts payable employee by streamlining the payment process.
• PO Payments per Accounts Payable Employee – We aim to increase the number of PO payments processed per accounts payable employee through process improvements.
• Percentage of Invoices Received on Paper – We aim to reduce the percentage of invoices received on paper by encouraging digital submissions and automating invoice handling.
• Percentage of Payments with Purchase Orders – We aim to increase the percentage of payments processed with purchase orders to ensure better compliance and tracking.
• Percentage of Invoices Received as PDFs – We aim to increase the percentage of invoices received as PDFs by promoting electronic invoicing among vendors.
• Percentage of Payments with Purchase Orders – We aim to increase the percentage of payments processed with purchase orders to ensure better compliance and tracking.
• Percentage of Invoices Received as PDFs – We aim to increase the percentage of invoices received as PDFs by promoting electronic invoicing among vendors.
• Unit Cost: Non-PO Invoice – We aim to reduce the unit cost of processing non-PO invoices by improving efficiency in the accounts payable process.
• Unit Cost: PO Invoice – We aim to reduce the unit cost of processing PO invoices by leveraging automation and efficient workflows.
• Percentage of Vendor Checks Reissued – We aim to reduce the percentage of vendor checks reissued by enhancing the accuracy of initial payments.
• Total Volume: Invoices Processed – We aim to increase the total volume of invoices processed by improving overall team efficiency.
• Vendor Invoice Error Rate – We aim to reduce the vendor invoice error rate by ensuring better vendor communication and invoice accuracy.
• Vendor Payment Error Rate – We aim to reduce the vendor payment error rate by implementing stricter quality controls on outgoing payments.
• Payment Error Rate – We aim to reduce the payment error rate by improving processing reliability and reducing transaction failures.
• Accounts Payable Turnover – We aim to improve accounts payable turnover by enhancing cash flow management and supplier payment processes.
• A/P Outsourcing Rate – We aim to increase accounts payable outsourcing where needed to enhance efficiency.
• Accounts Payable Transactions per Employee – We aim to increase the number of accounts payable transactions per employee by enhancing staff productivity.
• Percentage of Electronic Invoices – We aim to increase the percentage of electronic invoices processed to minimize manual intervention and errors.
• Accounts Payable Expense as a Percentage of Total Revenue – We aim to reduce accounts payable expenses as a percentage of total revenue by managing costs more effectively.
• Unit Cost: Accounts Payable Transaction – We aim to reduce the unit cost of accounts payable transactions by adopting more efficient processing techniques.
• Accounts Payable Employees per Billion Dollars of Revenue – We aim to increase accounts payable employee efficiency, measured by the number of accounts payable employees per billion dollars of revenue.
• Total Volume: Accounts Payable Transactions – We aim to increase the total volume of accounts payable transactions handled through better use of technology.
• Unit Cost: Rushed Check – We aim to reduce the unit cost of rushed checks by improving planning and reducing the need for expedited payments.
• Total Expense: Accounts Payable – We aim to reduce total accounts payable expenses by better managing overhead and operational costs.
• Total Volume: Erroneous Payments Recovered – We aim to increase the recovery of erroneous payments by engaging a recovery auditing firm to identify and recoup inaccuracies.
• Percentage of Duplicate Payments – We aim to reduce the percentage of duplicate payments by enhancing invoice tracking and validation procedures.
• Accounts Payable Headcount Ratio – We aim to optimize the accounts payable headcount ratio by ensuring the right staffing levels to handle workload efficiently.

View less

• Cycle Time: Financial Close and Reporting – We aim to reduce the cycle time for financial close and reporting by minimizing the number of days needed to close the books and deliver reports to management and regulatory executives.
• Percentage of General Ledger Accounts Reconciled During Close – We aim to increase the percentage of General Ledger accounts reconciled during the financial close process to ensure accuracy and completeness.
• Staff Work Hours to Close – We aim to reduce staff work hours to close by streamlining processes and automating tasks where possible.
• Journal Entry Error Rate – We aim to reduce the journal entry error rate by improving accuracy and implementing quality controls.
• Financial Close Activity Breakdown: Data Scrubbing & Reconciliation – We aim to increase the efficiency of financial close by reducing the time spent on data scrubbing and reconciliation.
• Financial Close Activity Breakdown: Data Gathering – We aim to reduce the time spent on data gathering during the financial close process to accelerate the overall process.
• Financial Close Activity Breakdown: Report Construction & Development – We aim to increase the time allocated to report construction and development, ensuring high-quality financial reports.
• Financial Close Activity Breakdown: Financial Analysis & Advice to Business Units – We aim to increase the focus on financial analysis and advice to business units during the financial close process to provide more valuable insights.
• Financial Close Process Expense as a Percentage of Total Finance Expense – We aim to reduce the financial close process expense as a percentage of total finance expense by improving cost efficiency.
• Financial Close Process Expense as Percentage of Revenue – We aim to reduce financial close process expense as a percentage of revenue by implementing cost-saving measures.
• Inter-Company Accounting Process Expense as a Percentage of Revenue – We aim to reduce inter-company accounting process expenses as a percentage of revenue by streamlining inter-company operations.
• Total Accounting Process Expense as a Percentage of Revenue – We aim to reduce total accounting process expenses as a percentage of revenue by improving efficiency across all accounting functions.
• Total Accounting Employees Per Billion Dollars of Revenue – We aim to optimize the number of accounting employees per billion dollars of revenue by balancing headcount with revenue growth.
• Finance Report Error Rate – We aim to reduce the finance report error rate by implementing stricter quality control measures.
• General Accounting Process Expense as a Percentage of Revenue – We aim to reduce general accounting process expenses as a percentage of revenue by adopting more efficient accounting practices.
• General Accounting Employees per Billion Dollars of Revenue – We aim to optimize the number of general accounting employees per billion dollars of revenue by ensuring efficiency in staffing.
• Number of Active General Ledger Accounts – We aim to increase the number of active General Ledger accounts monitored and reconciled regularly to improve financial oversight.
• Inter-Company Employees per Billion Dollars of Revenue – We aim to optimize the number of inter-company employees per billion dollars of revenue by enhancing inter-company accounting processes.
• Manual Journal Entries Per Employee – We aim to reduce the number of manual journal entries per employee by increasing automation.
• Percentage of Automatic Journal Entries – We aim to increase the percentage of automatic journal entries to reduce manual errors and improve processing speed.
• Total Expense: Financial Reporting – We aim to reduce total financial reporting expenses by leveraging technology and process improvements.
• Percentage of Report Pricing Analysis – We aim to increase the percentage of reports that undergo pricing analysis to ensure more accurate financial reporting.
• General Accounting Expense Per Employee – We aim to reduce general accounting expenses per employee by improving operational efficiencies.
• Percentage of Financial Close Data Submitted Electronically – We aim to increase the percentage of financial close data submitted electronically to streamline data collection and reporting.
• Percentage of Late Report Submissions – We aim to reduce the percentage of late report submissions by improving timeliness and efficiency in the reporting process.
• Total Volume: Journal Entries – We aim to increase the total volume of journal entries processed by improving automation and accounting systems.
• Chargeback Forecasting Frequency – We aim to increase chargeback forecasting frequency to improve financial planning and accuracy.
• Accounting Quality Control Headcount Ratio – We aim to optimize the accounting quality control headcount ratio to ensure proper oversight without overstaffing.

View less

• • Cycle Time: Cash Position Determination – We aim to reduce the cycle time for cash position determination by minimizing the number of hours needed to calculate liquidity.
  • Cycle Time: Bank Reconciliation – We aim to reduce the cycle time for bank reconciliation by decreasing the number of hours required to reconcile accounts.
  • Treasury FTEs per Billion Dollars of Revenue – We aim to optimize the number of treasury FTEs per billion dollars of revenue to ensure efficient use of resources.
  • Cycle Time: Discrepancy Discovered/Resolved – We aim to reduce the cycle time for discrepancy resolution by decreasing the number of days needed to settle bank account errors.
  • Assets Supported per Finance Employee – We aim to increase the value of assets supported per finance employee by improving resource utilization and productivity.
  • Fixed Asset FTEs per Billion Dollars of Revenue – We aim to optimize the number of fixed asset FTEs per billion dollars of revenue to ensure effective fixed asset management.
  • Fixed Asset Accounting Process Expense as a Percentage of Revenue – We aim to reduce the fixed asset accounting process expense as a percentage of revenue by streamlining accounting

processes.

• Percentage of Transaction Corrections – We aim to reduce the percentage of transaction corrections by improving accuracy in bank reconciliation entries.
• Total Volume: Trade – We aim to increase the total volume of trades by enhancing trading efficiency and accuracy.
• Total Expense: Reconciliation Systems – We aim to reduce the total expense of reconciliation systems by optimizing the cost of providing electronic bank reconciliation services.
• Cycle Time: Cash Flow Between Accounts – We aim to reduce the cycle time for cash flow between accounts by speeding up the transfer process.
• Percentage of Annual Bad Debt Write Off – We aim to reduce the percentage of annual bad debt write-offs by improving debt collection and management processes.
• Number of Exception Line Items – We aim to reduce the number of exception line items in non-conformity reports by minimizing errors and discrepancies.
• Bank Reconciliations per Employee – We aim to increase the number of bank reconciliations per employee by improving staff productivity and automation.
• Number of Trade Settlement Issues – We aim to reduce the number of trade settlement issues by ensuring accuracy in trade instructions and routing.
• Expense per Treasury Employee – We aim to reduce the expense per treasury employee by improving efficiency within the treasury division.
• Total Expense: Treasury Outsourcing – We aim to reduce the total expense of treasury outsourcing by improving internal treasury processes.
• Percentage of Unresolved Cash-Related Research Inquiries – We aim to reduce the percentage of unresolved cash-related research inquiries by improving resolution rates.
• Total Headcount: Treasury – We aim to optimize the total headcount in the treasury office by ensuring effective staff utilization.
• Cycle Time: Actuarial Response – We aim to reduce the cycle time for actuarial responses by minimizing the number of days needed to answer requests.
• Percentage of Account Reconciliations – We aim to increase the percentage of account reconciliations completed on time to improve financial accuracy and control.
• Percentage of Cash-Related Research Inquiries – We aim to increase the percentage of cash-related research inquiries handled by improving query management and resolution times.
• Bank Reconciliation Frequency – We aim to increase the frequency of bank reconciliations to ensure timely and accurate financial records.
• Percentage of Non-Trade Transactions – We aim to increase the percentage of non-trade transactions processed accurately and efficiently.
• Total Expense: Treasury – We aim to reduce the total expense of treasury operations by managing operating costs effectively.
• Percentage of Uncompleted Foreign Currency Transactions – We aim to reduce the percentage of uncompleted foreign currency transactions by improving accuracy and completion rates in currency dealings.

View less

• Audit and Compliance Vendor/Consulting Expense as a Percentage of Audit and Compliance Expense – We aim to reduce vendor/consulting expenses as a percentage of audit and compliance expenses by utilizing in-house expertise and optimizing vendor relationships.
• Audit and Compliance Occupancy Expense as a Percentage of Audit and Compliance Expense – We aim to reduce occupancy expenses as a percentage of audit and compliance expenses by managing costs related to rent, property taxes, and utilities.
• Total Volume: Audit Reports – We aim to increase the total volume of audit reports submitted to ensure thorough review and compliance over a specific term.
• Cost Savings due to Audit Findings – We aim to increase cost savings due to audit findings by improving audit effectiveness and actionable recommendations.
• Unit Cost: Audit – We aim to reduce the unit cost per audit by improving efficiency in audit processes and resource allocation.
• Total Volume: Audits – We aim to increase the total volume of audits conducted over a specific term to ensure thorough oversight and compliance.
• Frequency of Internal Audits – We aim to increase the frequency of internal audits to enhance ongoing monitoring of financial, environmental, and technical processes.
• Cycle Time: Internal Audit – We aim to reduce the cycle time for internal audits by minimizing the number of days needed to conduct and report on audits.
• Audit Report Error/Omission Rate – We aim to reduce the audit report error/omission rate by improving accuracy in audit findings and reducing the need for reconciliations.
• Percentage of Certified Audit Employees – We aim to increase the percentage of certified audit employees by ensuring more staff are formally trained and hold valid certifications.
• Total Headcount: Internal Audit – We aim to optimize the internal audit headcount to ensure the right staffing levels for effective audit coverage.
• Total Expense: Internal Audit – We aim to reduce total expenses for internal audits by managing costs effectively and improving the efficiency of internal audit operations.

View less

• Average Days in Accounts Receivable (A/R) – The average number of days needed for clients to pay the firm, from the instant the invoice is received by the client up to the moment the client issues full payment
• Cycle Time: Sales Outstanding – The average number of days needed to handle a sale from the moment the sale occurs until the payment is accepted
• Customer Accounts per Collections Employee – The total number of customer accounts handled by the Collections office divided but the overall number of staff members employed under the Collections office (including supervisory and support staff as well as collections representatives and managers) over the similar term
• Unit Cost: Non-PO Invoice – The total expenses incurred in processing non-purchase order (PO) invoices divided by the total number of non-purchase order invoices handled over a specific term
• Unit Cost: PO Invoice – The total expenditure in the processing purchase order (PO) invoices divided by the total number of purchase order invoices handled over a specific term
• Accounts Receivables Beyond 60 Days – The total number of accounts receivable that are overdue for 60 days, as percentage
• Total Volume: Checks Processed – The total number of checks handled by the Accounts Receivable office over a stated term (monthly/quarterly/yearly)
• Late Statement Rate – The percentage of account statements that were accepted elated by clients compared to the overall number of statements delivered over a stated term
• Accounts Receivable Turnover – The ratio of the total amount collected from the firm’s clients over a specific term to the average actual accounts receivable balanced owed to the firm from clients at the end of chosen accounting term
• Cycle Time: Cash Conversion – The average number of days needed to turn merchandise to cash from sale, from the moment the merchandise is brought to the market up to the instant it is sold
• On-Time Credit Collection Rate – The percentage of credit sales gathered on scheduled compared to the overall number of credit sales gathered over a specific term
• Billing Error Rate – The percentage of bills submitted by the Accounts Receivable Team that has irregularities compared to the overall number of bills submitted over a stated term
• Total Headcount: Accounts Receivable – The total number of Accounts Receivable staff employed by the firm
• Total Volume: Special Checks – The number of checks needing special handling in a stated term as a result of unexpected inaccuracies
• Number of Active Customer Accounts – The total number of current customer accounts opened with the firm at a specific date
• Cycle Time: New Order Approval – The average amount of days the credit staff take to accomplish the new order approval processes (including credit verification, terms, and approval) from the time the order is accepted to when it is accomplished
• Percentage of Activities Outsourced: Deductions – The percentage of tasks in the Deductions Division that are outsourced compared to the total number of tasks performed in the Deductions Division
• Span of Control: Accounts Receivable – The average number of staff members reporting to one manager in the Accounts Receivable Office
• Total Volume: Checks and EFT – Number of checks and electronic fund transfers (EFT) that are dealt with over a specific term
• Unit Cost: Wire Transfers – The total expenditure on handling wire transfers divided by the overall number of wire transfers handled over a specific term
• Wires per Employee – The number of wire transactions, both automated and non-automated, processed over a stated term divided by the overall number of staff members processing wire transactions
• Percentage of Activities Outsourced: Collections – The percentage of tasks in the Collections Division that are outsourced compared to the overall number of tasks performed in the Collections Department
• Percentage of Electronic Payments – Percentage of total disbursements/collectibles processed over the Internet.
• Percentage of Internet Transactions – Percentage of transactions accomplished online compared to the overall number of transactions accomplished
• Number of Transactions per Hour – The average number of transactions accomplished by Accounts Receivables staff over one hour. Transaction includes bill payments, vendor reports, invoice processing, etc.
• Transactional vs. Analytical Work Time – A ratio that correlates time consumed by staff member on transaction processing to time consumed on data evaluation.
• Unit Cost: Accounts Receivable Transaction – Total expenditure related to transactions accumulated by the Accounts Receivable offices divided by the total number of Accounts Receivable transactions handled over a specific term
• Deductions as a Percentage of AR – The percentage of deductions (USD) compared to the total dollar amount within Accounts Receivable
• Management Levels: Accounts Payable – Number of management positions in Accounts Payable from department chief to the lowest management position

View less

• Cycle Time: Cash Forecasting – We aim to reduce the cycle time for cash forecasting by minimizing the number of hours needed to generate accurate cash estimates.
• Unit Cost: Budget Production – We aim to reduce the unit cost of budget production by streamlining processes and optimizing resources during budget creation.
• Number of Budgeting Managers – We aim to optimize the number of budgeting managers involved in the process by ensuring effective oversight and resource allocation.
• Number of Budget Iterations – We aim to reduce the number of budget iterations by improving accuracy and clarity during initial budget drafts.
• Cycle Time: Budget Production – We aim to reduce the cycle time for budget production by minimizing the number of days needed to finalize budgets.
• Number of Line Items in Budget – We aim to optimize the number of line items in the budget by ensuring all relevant articles are included while maintaining simplicity.
• Number of Capital Budget Iterations – We aim to reduce the number of capital budget iterations by improving accuracy and reducing the need for reexaminations.
• Cycle Time: Annual Financing – We aim to reduce the cycle time for annual financing by minimizing the number of business days required to generate the yearly financial plan.
• Number of Capital Budget Line Items – We aim to optimize the number of line items in the capital budget to ensure thoroughness without over-complication.
• Number of Capital Budget Schedules – We aim to reduce the number of capital budget schedules by consolidating necessary documents and spreadsheets.
• Budget Variance – We aim to reduce budget variance by improving forecasting accuracy and aligning actual performance with budgeted expectations.
• Total Volume: Budget Adjustments – We aim to reduce the total volume of budget adjustments by improving accuracy during the initial budgeting process.
• Total Budgeting Expense per Manager – We aim to reduce budgeting expenses per manager by improving efficiency and resource utilization in the budgeting process.
• Total Expense: Financial Planning – We aim to reduce the total expense of financial planning by improving the efficiency of the Finance Division’s planning activities.
• Cycle Time: Capital Budget Completion – We aim to reduce the cycle time for capital budget completion by minimizing the number of days required to complete the budget.
• Cash Forecasting Frequency – We aim to increase the frequency of cash forecasting to ensure accurate and up-to-date projections (weekly/monthly/quarterly).
• Total Expense: Budgeting & Forecasting – We aim to reduce the total expense of budgeting and forecasting by streamlining operations within the Finance Division.
• Total Headcount: Budgeting & Forecasting – We aim to optimize the total headcount in the budgeting and forecasting team by ensuring efficient staffing levels.

View less

• Finance Compensation Expense as a Percentage of Finance Expense – We aim to reduce finance compensation expenses as a percentage of overall finance expenses by optimizing compensation management in the Finance Division.
• Payroll Taxes as a Percentage of Total Revenue – We aim to reduce payroll taxes as a percentage of total revenue by ensuring efficient payroll tax management and compliance.
• Payroll Administration Headcount Ratio – We aim to optimize the payroll administration headcount ratio by balancing firm-wide FTEs with payroll management staff needs.
• Cycle Time: Payroll Processing – We aim to reduce the cycle time for payroll processing by minimizing the number of days needed to collect and process employee salary data.
• Payroll Form Error Rate – We aim to reduce the payroll form error rate by improving accuracy and compliance in payroll-related forms.
• Total Expense: Payroll – We aim to reduce total payroll expenses by streamlining processes and increasing the efficiency of the Payroll team.
• Cycle Time: Payroll Process Changes – We aim to reduce the cycle time for payroll process changes by minimizing the days needed to update and adjust employee payroll data.
• Activity Checklist: Payroll – We aim to improve the activity checklist for payroll by enhancing the efficiency of major payroll tasks such as check processing, tax handling, and data management.
• Unit Cost: Form Processing – We aim to reduce the unit cost of form processing by improving the efficiency of payroll form handling.
• Payroll Headcount Ratio – We aim to optimize the payroll headcount ratio by ensuring efficient staffing for the payroll team in relation to firm-wide FTEs.
• Number of Payroll Backlog Items – We aim to reduce the number of payroll backlog items by improving processing speed and minimizing delays in checks, vouchers, and W-2s.

View less

• Travel & Entertainment Report Payments per Employee – We aim to increase the number of travel and entertainment (T&E) report payments handled per employee by optimizing staff efficiency.
• Unit Cost: Travel & Entertainment Report Processing – We aim to reduce the unit cost of travel and entertainment report processing by improving efficiency in processing T&E reports.
• Travel & Entertainment Voucher Error Rate – We aim to reduce the travel and entertainment voucher error rate by enhancing accuracy and compliance in voucher submissions.
• Percentage of Travel and Entertainment Checks Reissued – We aim to reduce the percentage of travel and entertainment checks reissued by improving the accuracy of initial check issuance.
• Travel & Entertainment Payment Error Rate – We aim to reduce the travel and entertainment payment error rate by improving accuracy in expense compensation payments.
• Percentage of Companies with Travel & Expense Automation System – We aim to increase the percentage of companies with an automated travel and expense system by promoting automation to enhance efficiency and reduce errors.
• Total Expense: Expense Management – We aim to reduce the total expense of the expense management office by improving process efficiency and cost management.
• Total Headcount: Expense Management – We aim to optimize the headcount of the expense management team by ensuring effective tracking and verification of employee-initiated expenditures.
• Cycle Time: Reimbursement – We aim to reduce the cycle time for reimbursements by speeding up the process from receipt of employee expense reports to reimbursement.
• Number of Processing Points – We aim to reduce the number of processing points for general expense vouchers by streamlining transitions and minimizing unnecessary steps.
• Booking & Payment Visibility – We aim to increase booking and payment visibility by ensuring that more travel bookings are made through the appropriate channels for better tracking and reporting.

View less

• Cycle Time: Preliminary Tax Calculation – We aim to reduce the cycle time for preliminary tax calculation by minimizing the number of days needed to compute taxes from data collection to form completion.
• On-time Filed Tax Returns – We aim to increase the percentage of on-time filed tax returns by ensuring timely submission and accuracy in tax return filing.
• Effective Tax Rate – We aim to optimize the effective tax rate by improving tax planning and compliance to ensure efficient tax payment relative to pre-tax profits.
• Total Headcount: Tax – We aim to optimize the total headcount in the tax management team to ensure effective tax operations and resource utilization.
• Total Volume: Tax Transactions – We aim to increase the total volume of tax transactions handled by improving the efficiency of tax processing.
• Total Volume: Tax Fines – We aim to reduce the total volume of tax fines by improving accuracy in tax filings and ensuring compliance with tax regulations.
• Total Expense: Tax – We aim to reduce the total expense of the tax management team by improving operational efficiency and cost management.
• Percentage of Late Tax Filing – We aim to reduce the percentage of late tax filings by enhancing accuracy and timeliness in the tax filing process.

View less

• Efficiency in executing assigned tasks – We aim to increase efficiency in executing assigned tasks by achieving timely and effective completion of all designated duties.
• Liaising with vendors, banks, financial institutes, audit department, etc. – We aim to improve vendor, bank, and financial institute relationships by enhancing communication, negotiation, and collaboration with banks, financial establishments, and regulatory agencies.
• Accuracy and promptness in managing bookkeeping process including invoicing and tally entries – We aim to increase accuracy and promptness in managing the bookkeeping process by improving systematic invoicing and timely submission to ensure on-time payments.

View less

• Assists with other duties or projects as directed by supervisor
• Complies and analyzes financial information – Complies and analyzes financial information to prepare entries to accounts, such as general ledger accounts – includes inventory adjustments, standard cost adjustments, job cost adjustments, and other cost accounting-related areas.
• Complies and distributes weekly sales reports to management- Updates the weekly Goal patrol.
• Performs job according to pre-established safety, quality, and efficiency standard operating procedures
• Prepare consigned inventory reconciliations and usage status reporting to consignment customers.
• Prepare customer profitability reporting as required
• Reconcile general ledger activity reports, researching and correcting any errors or omissions
• Responsible for inventory standard cost maintenance as required and management on inventory cycle count administration
• Review job closing and maintenance processes to ensure timeliness and accuracy
• Review systems of recording transactions and input information into a general ledger – Review systems of recording transactions and input information into general ledger including monthly sales and manufacturing cost reconciliations within Epicor modules and sub-ledgers; the documentation of Epicor Inventory system- including the flow of information from customer order to production and inventory; verification of job cost detail/inventory valuation reports.

View less

• Claims Follow Up – We aim to increase the effectiveness of claims follow-up by improving the track record of following up on unpaid claims promptly.
• Production and dependability of claim submission – We aim to increase production and dependability in claim submission by consistently entering, preparing, and sending the expected amount of claims daily, including during high-demand periods or when covering for other employees.
• Quality of patient accounts – We aim to improve the quality of patient accounts by ensuring correct application of EOBs and addressing any issues such as patient credits, insurance credits, medical necessity denials, or other factors that could cause account inaccuracies.

View less

• Create reports appropriate to clients’ needs – Ensure financial planning reports are complete, accurate, contain information relevant to clients, and are according to Team standards.
• Enter data accurately – Enter data accurately and according to Team’s standards and formats.
• Gather information to clarify clients’ situation – Ask questions to clarify a situation. If the client doesn’t know the answer, ask permission, and come to an agreement on estimates as needed.
• Manage and track financial planning process – Manage and track financial plans in progress including what plans are in the process, the stage of each plan, and making sure each plan is complete in time for final review before or after client meetings.
• Possess in-depth knowledge of eMoney and other related programs – Posses and uses in-depth knowledge of eMoney. Proposes new approaches, methods, or use of eMoney and other programs used for financial planning.
• Rate overall financial planning performance – Rate overall financial planning performance. Include examples, ideas for improvement, and other comments.

View less

• Capture Pro Forma’s on PP Sheet.
• Capturing Purchase Orders.
• Do Payments Sheet for Payment Runs.
• Get documents signed by relevant Project Managers.
• March Purchase Orders to Invoice.
• Raise relevant Pro Forma’s
• Raising Invoice (sometimes you need to get the relevant information to raise the invoice.)
• Receive Invoices (Print)
• Receive POP’s.
• Scanning Purchase Orders.
• Send “Payment Received” email.
• Send POP’s to Suppliers to show payment has been made.
• Sending Purchase Orders.
• Update “Pro Forma’s” sheet.
• Update PP Sheet.

View less

• Finance – Evaluate and process intracompany transfers to ensure adequate operating funds.
• Finance – Facilitate monthly & year-end financial closes.
• Finance – Manage grant finances to ensure timely funding, agency compliance, and audit readiness.
• Finance – Oversee accounts payable and receivable activities administered by Manager, Business Operations.
• Finance – Seek opportunities for additional funding sources, including the sale of PA Tax Credit.
• Human Resources – Facilitate talent acquisition and onboarding activities for new employees, as well as exit process for departing employees.
• Human Resources – Oversee employee health benefits administration and PTO reporting.
• Human Resources – Process payroll, 401k and HSA contributions, and expense reimbursement.
• Human Resources – Provide HR consulting to supervisors and individual employees, as needed.
• Information Technology – Ensure agency and industry security and data retention compliance.
• Information Technology – Ensure the highest level of IT systems and support.
• Investor Relations – Distribute investment subscription packages, review submissions for accuracy, and completeness in order to close equity investments.
• Investor Relations – Facilitate distribution of investor communications, ensure accurate and complete investor database.
• Investor Relations – Work with accountants to ensure accurate annual tax reporting.
• Office Space and Administrative Support Activities – Act as the primary company liaison to ensure their compliance in providing all services stipulated under the lease.
• Office Space and Administrative Support Activities – Oversee and support duties fulfilled by Business Operations Manager and Administration.
• Office Space and Administrative Support Activities – Plan, oversee, and support facilities upgrades to the physical office space as well as discovery laboratories.
• Public Relations – Support internal and external website management, and social media campaigns.
• Public Relations – Support press release compilation and distribution.
• Office Space and Administrative Support Activities – Support Executive Team and other staff, as required.
• Information Technology – Manage relationships with third party support.

View less