Director of Accounting

• Lead and rebuild the team. Supervise five direct reports and a department of eight. Set clear expectations, coach, and hold the team accountable.
• Put the right people in the right seats. Assess the current structure, fill gaps, and hire as the organization scales.
• Lead from inside the work. Roll up your sleeves during close, payroll, and audit. Model the standard you expect.
• Steady the department. Reduce overload through clear workflows, deadlines, and communication. Rebuild trust and morale.
• Grow people. Cross-train staff, document procedures, and create real paths for promotion from within.
• Lead through change. Guide the team through growth, new school launches, and evolving processes.

• Build the close. Design and own a structured month-end close process. Target: complete, reconciled books within 10 to 15 days of month end.
• Maintain the general ledger. Ensure accurate accruals, reconciliations, fixed assets, and intercompany and management-fee allocations between the management organization and each school.
• Manage volume across entities. Standardize the chart of accounts, close calendar, and reporting formats across all schools.

• Oversee payroll. Own payroll accuracy and timeliness. Payroll reports directly to this role.
• Oversee accounts payable. Lead the AP Supervisor and team of three. Build workflows that keep up with volume.
• Strengthen controls. Maintain internal controls over cash, payroll, procurement, and disbursements.

• Maintain grant ledgers. Track restricted funds and ensure spending matches approved budgets.
• Support drawdowns. Oversee federal grant reimbursements and drawdowns and reconcile grant activity to the ledger.
• Partner with the grants lead. Work cross-functionally on grant budgets, allowability, and reporting. [Confirm division of duties]

• Get the most out of Workday. Partner with the internal Workday team. Identify where the system and processes need to go and build the plan to get there.
• Automate the routine. Replace manual, spreadsheet-dependent work so the team spends time on analysis and review.
• Support new school launches. Set up accounting for new schools, including entity setup, opening balances, and first-year audit readiness.

• Partner on board reporting. Provide accurate financial statements and analysis to the CFO and Director of FP&A, who lead board work.
• Translate the numbers. Explain financial results in plain language to school leaders and colleagues new to finance.
• Lead the audit. Serve as primary contact for external auditors. Manage PBC lists, work papers, and fieldwork.
• Meet state and authorizer deadlines. Ensure timely, accurate financial filings in each state.
• Build relationships. Work closely with FP&A, HR, operations, and other directors. Learn the whole business.

First 3 to 6 months A documented month-end close process is in place. Payroll and AP run on predictable workflows. The team has clear roles,deadlines, and communication. Relationships with fellow directors are established.
9 to 12 months Close runs consistently in 10 to 15 days. The team is right-sized and stable after growth, with the right people in the right seats.

Staff no longer feel overwhelmed. Workday processes support scale across all schools.

• Bachelor's degree in Accounting from an accredited institution.
• 5 to 10 years of progressive accounting experience, including ownership of a monthly and annual close.
• Experience directly supervising accounting staff and setting clear expectations. [Confirm minimum years]
• Working knowledge of payroll,…