Stevie Jordan

• Hired for my UK compliance knowledge and 12-year working history with UK companies. Neville and Moore were transferring to Microsoft Dynamics 365 software from their original software. Working for a U.S. company that had acquired the U.K. entity, assisting with the VAT element of sales and purchase invoices to ensure correct compliance.
• Responsible for all vendor invoice processing, three-way matching, and batching, those invoices requiring escalation were addressed and communicated immediately. Processing invoices from the imported invoice screen to the pending invoices screen. Ensuring that the process of matching purchase orders (PO) is effective. Ensuring that all direct deliveries, prepaid invoices, and multi-drop deliveries are correctly processed and administered in readiness for payment.
• Transferred to the Cash Application team responsible for the reconciliation of all customer accounts, including all checks, ZBAs, EFTs, and credit card payments.

A Texas-based remote accounting company provides expertise to multiple clients, including Lease Accounting (ASC 842), Revenue Recognition (ASC 606), hosting client meetings to discuss the current financial position, requirements from the perspective of audit-ready reporting, utilizing QBO and the conversion to Sage Intacct, accrual and cash accounting, and the conversion thereof. Manipulation of data from the client website using AI through to the finance system, the integration of large volume sets of data using client databases for leasing, parts control, inventory balances, and reconciliation thereof.

Sales tax computations and compliance for the 30 states of sales operations, using Avalara. The use of hierarchical and network databases required constant updating, and daily verification. Financial reporting, including end-of-month, quarter, and year audit-ready reports, reconciliations of factoring company reporting through Apex, intercompany and inter-entity billing and consolidations, depreciation and asset accounting, general ledger reconciliations and journal entries, loan consolidation and amortization schedules and balances, Profit and Loss (Income Statement), Balance Sheet, Cash Flow forecasts, Trial Balance, and relevant statutory reports.

Using software, including QuickBooks Online, Sage Intacct, and Cradle (ASC 842), including the ROU calculation and lease liabilities for period-end journals.

• Responsible for all financial and management accounting, including day-to-day reconciliations, payroll for 50+ drivers and 20 office staff, asset financing, including amortization and depreciation, disposals, and additions using QuickBooks Online and Excel for consolidated financials. Intercompany accounting for four subsidiaries, including SaaS, leasing, truck rental charges, including service and maintenance expenses.
• AR was done through a factoring company via the company's internal TMS, ensuring audit-ready documentation and completeness ready for factoring.
• Responsible for all rental and leasing charges, reimbursement of overcharges, and ensuring consistent repair and maintenance, as well as insurance claims for damages.
• Wholly responsible for cost controls and overhead reduction, I was able to introduce savings well in excess of my annual salary. These came from overcharges, inefficiencies, staff appraisals, and development.

• Overall financial responsibility for all accounting transactions, including taxes, payroll, and HR. Oversee research, testing, and negotiations for the new construction software.
• The company was operating with QuickBooks Enterprise and utilizing Excel, Word, and Google Suite. Training and development of accounting personnel, and the empowering of company owners regarding financial statements, and the configuration and understanding thereof.
• Upon arrival, the first task was to repair the P&L, which was reporting a negative net income with very little overheads, and a Balance Sheet showing negative AR. I then ensured all taxation was brought up to date, and the finances reconciled and brought live for real-time balances.

• Headhunted by company owners to transform the financial operations of the company. Using Sage 50, QuickBooks accounting software, and Sage payroll software.
• The first task was to reconcile all expenses, as the company was breaking even on a £6.9 million turnover. Reducing overheads, lighting, rent, staff salaries and bonuses, bank charges, and general operating expenses. Inventory control using FIFO, cost accounting (job), and purchasing management required auditing, and I found that we could save massively with blanket orders and call-offs of products regulated for busier and less busy times of the year. This was an exhaustive process, taking weeks to evaluate and implement. All told, we were able to hold station against industry cost increases and gain more custom through this new operational efficiency.
• The company dealt heavily in cash transactions with both public and trade customers, requiring a fail-safe procedure for reconciling cash registers, credit card payments, BACS transfers (ACH), and PayPal, as well as international clearing house reconciliations. I introduced the cash allocation and reconciliation process (this allowed clear sight of all financial transactions through Excel reports linked directly to the individual transaction). I have always believed that live financial reports are necessary for company owners to make the best-fit decisions moving forward. To this end, I take full responsibility for ensuring the COA, BS, and P&L are audit-ready on a daily basis.
• The internal changes made not only increased turnover but also profitability, as well as reduced expenses; we reduced damages to assets and increased our employee numbers to account for the trading upturn. The start of 2019 saw the opening of another branch and the rollout of the same principles and practices. I continued with the new branch as a remote accountant from 2019 until the end of 2020, very much undertaking the same financial and controller responsibilities.

• Schedules, hire and lease charges, invoicing, AR, and AP (debtors and creditors).
• My daily duties included the reconciliation of banks, credit cards, and international investment accounts, foreign currency exchanges, and international billing.
• Working alongside the Managing Director to ensure maximization of turnover (income). The introduction of lease software helped with the two-day billing, as we were invoicing to the value of £3.6M per week.
• The company assets were all heavy plant machinery, worth a great deal in excess of 100 units, and the accessories that went along with them.

Owner/Director

Following a short spell as an International Sales Manager, working alongside foreign exchange students and international placements, my colleague and I decided to go into business together; we started Label Line UK Ltd in January of 2008. The timing could not have been any better; the financial recession of 2008 had been in effect for three months. We believed this would be a fantastic opportunity to integrate our new company into the everyday lives and operations of the UK food industry, supplying labels, printing equipment, and ribbons across the UK and Western Europe.

We recruited one sales manager and performed all duties ourselves. By the conclusion of 2008, we had three staff members and were generating an income of £240,000. The start of 2009 brought more recruitment and financial stability; we had implemented our business plan to a tee and were now generating income in excess of 1 million GBP.

Further recruitment continued through 2010 and 2011, to the point we had 14 staff and were now offering preventative maintenance to all customers, including the expertise of three service engineers. It was during this period of growth that we were awarded the runner-up prize in the best new business of 2011; to this day, it remains my proudest achievement (excluding my 6-year-old son and amazing wife). The growth continued, and in 2012, we bought our new premises and opened the doors to customers, including Schweppes, Formula One Management, Pepsi UK, and Britvic.

Unfortunately, both my father and I were diagnosed with cancer. I won my battle, but unfortunately, my father lost his. This devastation forced my selling of my shares and leaving the company. It is still in operation and has grown tremendously since.

• Handled sensitive information discreetly, maintaining strict confidentiality at all times as required by company policy or legal regulations.
• Maintained personnel records and updated internal databases to support document management.
• Organized workflow and delegated tasks effectively to ensure timely project completion without compromising quality.
• Managed office inventory levels, ensuring adequate supplies were available while minimizing waste and unnecessary spending.
• Supervised administrative support staff members, offering guidance, feedback, and mentorship that contributed to their professional growth and development.
• Led transition to paperless office, reducing operational costs and environmental impact.