Description:

Project Accountants (occasionally referred to as job cost accountants) create financial reports specifically designed to trace the financial progress of projects, this information is then used by managers to aid project management.

Standard accounting is primarily directed at analyzing and monitoring financial progress of organizational elements as a whole over a defined time period. Project accounting however differs in that it frequently crosses organizational boundaries, projects can last from as little as a few days, or extensively over a number of years, during this period budgets are revised many times, it could also be one of a number of projects that make up a larger overall project.

Large corporations and governments are chiefly concerned with major investment projects that have upfront costs and long term benefits. Because projects are decided upon by the Nett value it will produce to the corporation, Project accountants aid in this decision making by analyzing the costs and benefits which provide critical feedback and allow quality decisions to be made, therefore eliminating loss to the company.

Essential Functions/Responsibilities:

1.         Develop, analyze, interpret and provide internal distribution of financial information in order to appraise operating results in terms of profitability and performance against budget.  Provide services as an “Internal Auditor” assuring controls are being followed.

2.         Work closely with Project Manager in preparing monthly progress invoices to Owner/Consultant for work performed during the month.

3.         Prepare Sub Request for Payment forms for all Subcontractors for work performed which will include joint cheques to numerous Suppliers. Ensure all required paperwork such as Signed Subcontract; WSIB and Insurance are in place and up to date.

4.         Maintain all Sub guard records for all Subcontractors including expiration of accounts and acknowledgement of Contract amounts that surpass the established ratings through the Change Order process.

5.         Upon early release of any Subcontractors holdback prior to Substantial Completion of the Project, work closely with Project Manager, Subcontractors, Sub/Subcontractors and their Suppliers, Trade Unions (etc.)  to determine all committed costs are identified and proper releases are provided prior to payment being made. Joint cheques may be required.

6.         Assist Project Manager in preparing monthly progress invoice to Lenders for financing portion of the Guaranteed Project Cost.

7.         Maintain accurate and timely Cash Flow data, both current and forecasted as compared to projected Cash Flow assumed in Financial Model.

8.         Administer all approved Change Orders and increases to Prime Contract and pertinent Subcontracts.  Ensure all Contract Purchase Order Changes are issued to Subcontractors on a regular basis.

9.         Assist Project Manager in maintaining up to date and accurate records in tracking Contemplated Change Notices, Change Directives and Requests for Information.

10.       Manage all project accounting data bases to ensure timely upkeep, security and control.

11.       Provide direct financial communication with all required parties including Owner, Subcontractors, internal Financing department and project team.

12.       Coordinate and ensure parallel accuracy of financial information between the AS400 system and EdgeBuilder.

13.       Assume other special activities and responsibilities under the direction of the Construction Manager / Project Manager.

Qualifications & Experience:

1.         Experience, at least five years accounting experience, the majority of which should have been in a construction related environment.

2.         Computer literacy with experience in MSWord, Excel

3.         Extensive knowledge of all relevant provincial and local requirements including Bonding, Insurance and Construction Lien legislation will be required. Must be able to work independently and meet deadlines in a team environment.

4.         The ability to function efficiently on a jobsite is essential.

A human resource manager (HR) develops, advises on and implements policies relating to the effective use of personnel within an organisation.

Human resource manager’s (HR) duties change according to the size and nature of the business. The main duties of the Human resource HR department are recruitment, pay, and conditions of employment, working practices, and diversity.

Human Resource department need to ensure that the organisation employs the right balance of staff in terms of skills and experience, and that training and development opportunities are available to employees to enhance their performance in order to achieve the organization’s objectives.

Typical work activities

A human resource manager (HR) must always have a clear understanding of the organization’s business objectives and create and implement policies which select, retain and develop the right staff needed to meet these objectives. The exact nature of the work activities varies according the organization. The following are some duties that the Human Resource Manager (HR) is responsible for:

• Working with each department in a consultancy role as well as assisting line managers to understand and implement policies and procedures;
• promoting equality and diversity as part of the culture of the organisation;
• liaising with a wide range of organizations involved in areas such as race relations, disability, gender, age, religion and health and safety;
• recruiting staff – this includes developing job descriptions, preparing advertisements, checking application forms, short listing, interviewing and selecting candidates;
• developing policies on issues such as working conditions, performance management, equal opportunities, disciplinary procedures and absence management;
• advising on pay and other remuneration issues, including promotion and benefits;
• undertaking regular salary reviews;
• negotiating with staff and their representatives on issues relating to pay and conditions;
• administering payroll and maintaining records relating to staff;
• interpreting and advising on employment legislation;
• listening to grievances and implementing disciplinary procedures;
• developing HR planning strategies with line managers, which consider immediate and long-term staff requirements in terms of numbers and skill levels;
• planning and sometimes delivering training, including inductions for new staff;
• analysing training needs in conjunction with departmental managers.
• Leading: initiates action, gives direction
• Supporting: shows respect, puts people first
• Presenting: communicates and networks effectively

The human resource manager (HR) must be a good analyzer who thinks clearly and can apply expertise. Human Resource Managers must be creative and think on broad terms as well as handle situations creatively. Human resource managers must have good organizational skills and plan ahead as well as be able to follow the rules. Human resource managers must be good at adapting and responding to change as well as cope with setbacks. Lastly human resource managers must be performers and focus on results while showing a deep understanding and interest of the organization. Above all human resource managers must be people orientated knowing that this is what the company’s most valued asset is.

The marketing manager is responsible for influencing the timing, level, and make-up of customer demand and definition of a given product of an organization. In part, this is because the role of a marketing manager can vary significantly based on a business’ size, corporate culture, and industry context. For example, in a large consumer products company, the marketing manager may act as the overall general manager of his or her assigned product.

In order to make a profit as well as satisfy customer needs a firm must first understand its situation and its internal as well as external situation. These include the customer, the market environment, and the firm’s own capabilities. It is also responsible in forecasting rends the chosen environment in a dynamic way. This is done by what is known as a situation analysis and consists of the 5 C’s.

Namely:
Company

• Product line
• Image in the market
• Technology and experience
• Culture
• Goals

Collaborators

• Distributors
• Suppliers
• Alliances

Customers

• Market size and growth
• Market segments
• Benefits that consumer is seeking, tangible and intangible.
• Motivation behind purchase; value drivers, benefits vs. costs
• Decision maker or decision-making unit
• Retail channel – where does the consumer actually purchase the product?
• Consumer information sources – where does the customer obtain information about the product?
• Buying process; e.g. impulse or careful comparison
• Frequency of purchase, seasonal factors
• Quantity purchased at a time
• Trends – how consumer needs and preferences change over time

Competitors

• Actual or potential
• Direct or indirect
• Products
• Positioning
• Market shares
• Strengths and weaknesses of competitors

Climate (or context)
The climate or macro-environmental factors are:

• Political & regulatory environment – governmental policies and regulations that affect the market
• Economic environment – business cycle, inflation rate, interest rates, and other macroeconomic issues
• Social/Cultural environment – society’s trends and fashions
• Technological environment – new knowledge that makes possible new ways of satisfying needs; the impact of technology on the demand for existing products.
• The analysis of these four external “climate” factors is often referred to as a PEST analysis.

Main Job Tasks and Responsibilities

• manage and coordinate all marketing, advertising and promotional staff and activities
• conduct market research to determine market requirements for existing and future products
• analysis of customer research, current market conditions and competitor information
• develop and initiate marketing plans and projects for new and existing products
• manage the productivity of the marketing plans and projects
• monitor, review and report on all marketing activity and results
• be smart with and determine the marketing budget as well as manage it
• provide marketing activity within agreed budget
• create pricing strategy
• interact with media and advertising

Education and Experience

• Degree
• Experience in all aspects of developing and maintaining marketing strategies
• Technical marketing skills
• Proven experience in customer and market research
• Relevant product and industry knowledge
• Experience with relevant software applications

A marketing manager must be excellent in written and verbal communication skills as well as organization and planning. He must be able to lead a team with persuasiveness as well as prove to be innovated and adaptable. He must have good judgement and decision- making skills with a good stress tolerance. The marketing manager must be a good problem solver with a positive attitude to succeed.

Positions we have available:

General Marketing Manager

Marketing Manager BEE

The senior manager who is responsible for managing the company’s day-to-day operations and reporting them to the Chief Executive Officer (CEO). This is one of the highest-ranking members of an organization’s senior management.

He reports to the board of directors and CEO about the daily operating of the company.

The Chief Operating Officer (COO) looks after issues related to marketing, sales, production and personnel. More hands-on than the CEO, the COO looks after day-to-day activities while providing feedback to the CEO. The COO is often referred to as a Senior Vice President.

The Chief Operating Officer would be the right hand man of the Chief Executive Officer, as he needs to monitor quotas and other factors on a daily basis as the CEO would usually be too busy for this.  The COO may, or may not be on the board of directors.

The Chief Operating Officer generally focuses on operation management which means he focuses on:

• Development: Develops the organizations strategy/mission statement to the lower ranking staff, and implements appropriate rewards/recognition and coaching/corrective practices to align personnel with company goals. Develops and administers revenue generation activities, including fundraising, business development and grants applications.
• Operation: Oversees limited resources as set out by the chief executive officer and the board of directors to the most productive uses with the aim of creating maximum value for the company’s stakeholders.
• Planning: Plans by prioritizing customer, employee and organizational requirements
• Organizational requirements: Maintains and monitors staffing, Knowledge-Skills-Attributes expectations and motivates to fulfil organizational requirements
• Drives performance: He does this through certain measures and consideration of efficiency versus effectiveness, often in the form of dashboards convenient for review of high level key indicators.
• Training: Encourage employees to continuously acquire and improve knowledge, skills, and abilities (KSAs) through targeted training courses, management development programs, and professional certifications.
• Improvement: Generally of the systems that create and deliver the firm’s products/services. Link employee rewards, bonuses, and promotions to employees’ true performance and tangible results, and empower employees.
• Standards: Build standardized, transparent, and repeatable production and service processes to provide the stable, consistent, and quality products and services that both internal and external customers expect. Adhere to professional and ethical standards established by the relevant professional bodies.
• Management: Proper management of resources and processes.
• Profit: Lower total expenses and service costs in order to lower selling prices, increase sales volume, and increase profits. Innovate new production and service techniques and processes by leveraging technology to improve quality and to reduce costs.
• Eliminate non-value-added activities in production/manufacturing/ service, to trim waste and lower costs.
• Monitors and ensures: Distribution of goods, services to customers, and a healthy organisation.
• Compliance: Ensure compliance with any and all requirements for funders and regulatory bodies. Develops and administers operational and administrative policies, standards and practices.
• Communications: Leads internal communications efforts through active communications to all staff including meetings, announcements, reports and bulletins. He would establish a solid and sustainable chain of knowledge linked through the entire management hierarchy to ensure core knowledge competencies for all levels of employees in the organization.
• Budget: Regarding financial systems, he will develop and administer effective internal controls including budget, setting and tracking, expenditure approvals processes, record-keeping and reporting. The Chief Operational Officer will prepare accurate and timely monthly financial statements. Assures safeguarding of assets. Leads capital planning and budgetary activities. Ensures preparation for quarterly financial audits. Review all receipts and disbursements.
• Risk: Manages associated risks, supervises cash management activities, execute capital-raising strategies to support a firm’s expansion, and deals with mergers and acquisitions. Identify key drivers of cost, quality, risks, expenses, revenues, profits, business growth, competition, and performance. Focus on the root causes of these drivers and understand why these drivers go up and down.

You can also view other corporate tiles.

• Chief Accounting Officer (CAO) typically overseas all aspects of an organisation’s accounting function.
• Chief Administrative Officer (CAO) is very similar to the function of the COO
• Chief Analytics Officer (CAO)
• Chief Brand Officer (CBO)
• Chief Channel Officer (CCO)
• Chief Compliance Officer (CCO)
• Chief Communications Officer (CCO)
• Chief Data Officer (CDO)
• Chief Executive Officer (CEO)
• Chief Financial Officer (CFO)
• Chief Information Officer (CIO)
• Chief Information Security Officer (CIO)
• Chief Knowledge Officer (CKO)
• Chief Learning Officer (CLO)
• Chief Legal Officer (CLO)
• Chief Marketing Officer (CMO)
• Chief Medical Officer (CMO)
• Chief Networking Officer (CNO)
• Chief Operating Officer (COO)
• Chief Procurement Officer (CPO)
• Chief Risk Officer (CRO)
• Chief Science Officer (CSO)
• Chief Strategy Officer (CSO)
• Chief Technology Officer (CTO)
• Chief Visionary Officer (CVO)
• Chief Human Resources Officer (CHRO) overseas the human resources and industrial relations of a company.

These days at some companies corporate titles are almost changed yearly and does not have the significance it used to have years ago.  It is thus very important to actually know the company and know what their actual corporate titles mean.  It can vary drastically from one company to another and one industry from another.