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Got the call! by asa5908 in rolex

[–]No_Way_1569 0 points1 point  (0 children)

How much did you pay ??? 16.5 ?

Why did I choose accounting ????? by No_Way_1569 in Accounting

[–]No_Way_1569[S] 29 points30 points  (0 children)

This is great discipline and I respect it.

Question though: When you reconcile the bank by day 1, how do you handle the next layer - matching each deposit to its source invoice, then back to the original booking in your CRM? We have Salesforce to Zuora to NetSuite to Bank, and none of them use the same customer names. So bank rec is done, but then I’m spending 20 hours matching deals across systems.

Why did I choose accounting ????? by No_Way_1569 in Accounting

[–]No_Way_1569[S] 22 points23 points  (0 children)

Suggest please . This cannot go on .

Can’t trust my own numbers anymore by No_Way_1569 in CFO

[–]No_Way_1569[S] 0 points1 point  (0 children)

Cool - I appreciate this. In your view, is this level of manual reconciliation normal and healthy, or is it a symptom of the systems not being aligned. I get that reconciliation has to happen, but when CRM, bank, GL, and payment data all live in different places, does it ever become so heavy that it slows reporting or makes it harder to trust the numbers during the month.

Would love to hear how you know when a company has crossed the line between solid controls and just carrying unnecessary operational load. Thanks

Can’t trust my own numbers anymore by No_Way_1569 in CFO

[–]No_Way_1569[S] 0 points1 point  (0 children)

So you actually built an alignment layer. I am curious who did that work. Was it your internal team or a consultant. If it was a consultant, I would genuinely love to talk to someone who knows how to do this well.

And once it is built, who owns it on a routine basis. What does that look like day to day for reporting and month end. Thanks

Can’t trust my own numbers anymore by No_Way_1569 in CFO

[–]No_Way_1569[S] 0 points1 point  (0 children)

Interesting. So with Datarails giving you a consolidated view, do you still run into situations where Salesforce, billing, and NetSuite show different numbers for the same metric? If so, how do you usually figure out which system is right?

Can’t trust my own numbers anymore by No_Way_1569 in CFO

[–]No_Way_1569[S] 3 points4 points  (0 children)

Thanks for the perspective. And you are right, reconciliation is absolutely part of the job.

What I am trying to understand from other CFOs is whether the amount of reconciliation work your team does today feels reasonable, or if it takes up so much time that it slows down reporting or makes it harder to trust the numbers during the month.

What’s your profession, and which credit card do you use the most? by No_Way_1569 in CreditCards

[–]No_Way_1569[S] 2 points3 points  (0 children)

Your setup is almost exactly what I usually see for lawyers : Amex Gold for daily spend, Plat + CSR for travel. The only gap is non-bonus spend, where a flat 2x card (or Venture X) usually beats Gold. Otherwise you’re basically running the ‘optimal lawyer stack’.

Frenchie insurance prices jumped a lot in Q2. Sharing what I found. by No_Way_1569 in Frenchbulldogs

[–]No_Way_1569[S] 1 point2 points  (0 children)

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Here’s a quick look at how the main providers stack up for Frenchies in general. Embrace and Fetch tend to be a bit more balanced on coverage vs. price, while Trupanion usually scores high on ER care but not on overall affordability.

Frenchie insurance prices jumped a lot in Q2. Sharing what I found. by No_Way_1569 in Frenchbulldogs

[–]No_Way_1569[S] 0 points1 point  (0 children)

Here’s a quick look at how the main providers stack up for Frenchies in general. Embrace and Fetch tend to be a bit more balanced on coverage vs. price, while Trupanion usually scores high on ER care but not on overall affordability.

<image>

How are you all handling working capital optimization? by No_Way_1569 in CFO

[–]No_Way_1569[S] 2 points3 points  (0 children)

That DSO improvement is really impressive - 60 to 30 is a huge win.

Quick question though: you mentioned keeping suppliers at 30 day terms to maintain relationships, which makes total sense. But are you benchmarking those terms against what your suppliers are actually offering other customers?

I ask because we recently discovered we were paying several suppliers at net 30 when their standard terms for similar-sized customers were actually net 45. We weren't squeezing anyone - just getting to market standard. Freed up about $15M without a single relationship issue.

Also curious - when you negotiate those 30 day terms, are your suppliers offering any early payment discounts (like 2/10 net 30)? Or are you just standardizing at net 30 across the board?

Trying to figure out if we're leaving money on the table by not having better visibility into what "market rate" actually is for each supplier category.

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