๐ง๐ต๐ฒ ๐๐ฐ๐ฐ๐ถ๐ฑ๐ฒ๐ป๐๐ฎ๐น ๐๐๐ข โ ๐ ๐ก๐๐บ๐ฏ๐ฒ๐ฟ ๐ช๐ถ๐๐ต ๐ก๐ผ ๐ฆ๐ผ๐๐ฟ๐ฐ๐ฒ
โ๐๐ต๐ฐ๐ณ๐ช๐ฆ๐ด ๐ข๐ฏ๐ฅ ๐ญ๐ฆ๐ด๐ด๐ฐ๐ฏ๐ด ๐ง๐ณ๐ฐ๐ฎ ๐ข๐ฏ ๐ถ๐ฏ๐ฆ๐น๐ฑ๐ฆ๐ค๐ต๐ฆ๐ฅ ๐ซ๐ฐ๐ถ๐ณ๐ฏ๐ฆ๐บ ๐ช๐ฏ ๐ง๐ช๐ฏ๐ข๐ฏ๐ค๐ฆ.โ Last week I wrote about what happens when two systems disagree and somebody quietly decides which one wins. ๐๐ผ๐ป ๐ฉ๐ผ๐๐ left a comment that named something worse. He called it the ๐๐ถ๐ง๐ฎ๐ โ the cost of Finance scrutinizing AI-generated data it had no idea was circulatingโฆ
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The Accidental CFO โย Who Decides Which Number Is Right?
“Stories and lessons from an unexpected journey in finance.” Your billing system says a customer was invoiced $412,000. Your GL says $408,500. Somebody is about to decide which one is right. That decision is the most expensive thing in your month-end close, and almost nobody treats it as a decision at all. We talk aboutโฆ
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The Accidental CFO โย The Worst Guy in the Water
“Stories and lessons from an unexpected journey in finance.” I started surfing this year. I am bad at it. Not charmingly bad. Bad in the way where you spend forty minutes paddling, catch nothing, and come in with your arms shaking and sand in places sand should not be. I have spent thirty years beingโฆ
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The Accidental CFO โย Hitting the Number Isn’t the Same as Being Right
“Stories and lessons from an unexpected journey in finance.” The quarter is closed. Over the next two weeks, most companies will hold a version of the same meeting: did we hit the number? It’s the wrong first question. Hitting the number and being right are different things, and the gap between them is where theโฆ
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The Accidental CFO โย Nobody Works Harder During the Close
“Stories and lessons from an unexpected journey in finance.” Q3 closes tomorrow. Somewhere in your building, someone is already dreading the next ten days. I’ve taken a close from 45 days to six. I’ve compressed another to four business days โ better than a 50% improvement โ and redesigned it toward a sustainable five-day standard.โฆ
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