Tips for Improving Financial Oversight

I learned these financial lessons the hard way as a CFO. Here are the 8 rules I wish someone had shared with me earlier: 1. Cash flow beats profit on paper - always keep enough liquid assets to cover 6 months of operations. 2. Build a strong relationship with your auditors early. Regular communication prevents last-minute fire drills during tax season. 3. Never rely on a single financial model. Cross-validate predictions with at least three different approaches. 4. Document every non-standard transaction thoroughly. What seems obvious today won't be in 18 months. 5. Set clear spending authority limits for each management level. Ambiguity leads to costly mistakes ⚠️ 6. Invest in your finance team's training continuously. The cost of keeping skills current is lower than fixing errors. 7. Create monthly variance reports, not quarterly. Catching issues early saves resources and reputation. 8. Maintain direct lines of communication with operations managers. Numbers tell only half the story - context matters 📊 Looking back at my career, following these rules would have prevented 90% of the challenges I faced. The real secret to being a successful CFO isn't just about managing money - it's about creating systems that prevent problems before they happen. Make these rules your foundation, and watch your finance department thrive.

During a donor audit/spot check for an NGO project, something unexpected happened. The organization had done great work in the community. Water points were constructed, training sessions were conducted, and lives were observably transformed as a result of the organization's excellent work in the community. But when auditors asked for bank reconciliation statements, no one could locate the backup for two months. Why⁉️ The finance officer had left. The passwords for online banking had not been transitioned. And the project’s funds had been kept in a shared operational account instead of a designated donor account. There were no signs of fraud, just poor financial housekeeping. But the result‼️ The organization's reputation suffered, and community activities ceased for three months as a result of the donor withholding the next fund payout. 
Some Common Risks of Poor Cash and Bank Management in NGOs 🚨 Loss of donor confidence
🚨 Audit findings or qualified opinions
🚨 Internal fraud and misuse of funds
🚨 Project delays or canceled programs
🚨 Breach of donor/grant terms
🚨 Poor financial decision-making due to inaccurate balances Ways to mitigate some of these Risks 1️⃣Make sure all accounts are reconciled on a monthly basis by conducting monthly bank and petty cash reconciliations. There are no exceptions. Sign-off and review ought to be required. 2️⃣Ensure segregation of duties and keep track of who starts, authorizes, and documents cash and bank transactions. 
 3️⃣Have dedicated Project Accounts: To prevent fund mixing, open distinct bank accounts for donor-specific or restricted funding. 
 4️⃣Having clear cash management policies: Restrict the use of cash. Establish clear guidelines and approval procedures for financial advances and petty cash if possible. 
 5️⃣Timely Signatory Updates: When employees depart, make sure they receive timely updates. To avoid sole control, keep two signatories. Ensure proper hand overs are also carried out by exiting staff
 6️⃣Digital Access Controls: Strictly monitor permissions for internet banking. Remove former employees' access right away. 7️⃣Use accounting software instead of spreadsheets for manual tracking. When feasible, use systems that create audit trails, log access, and incorporate bank feeds. 
 8️⃣Conduct surprise cash counts and spot checks of bank reconciliations as part of routine internal reviews. 
 9️⃣Finance Team Training: Make a consistent investment in enhancing the finance team's knowledge of fraud awareness, cash controls, and donor compliance. 
 🔟Cash Flow Forecasting: Monitor anticipated inflows and outflows to avoid late payments and overdrafts. 
 ⏸️Document Everything: Keep thorough records of bank statements, reconciliations, payment vouchers, and approvals. 
Proper cash and bank management is not just about compliance. It’s about protecting impact, maintaining #donortrust, and ensuring financial integrity.

I became an auditor to discover financial truth. An audit is a mirror to a company's reality. I learned this early in my career. Transactions are not just debits and credits. They are about people and their choices. Audits surface what culture tries to hide. Late reconciliations, rushed reviews, brittle controls. Behind each symptom is a habit. If we treat an audit like a fight, we lose the lesson. If we treat it like an opportunity, the company grows. Here are my 7 tips to help you prepare for an audit: 1. Close cadence: ➞ Every task has an owner, a deadline, and reviewer. ➞ Have a clear plan so the audit starts on time. 2. Reconciliations: ➞ Bank, ledgers, intercompany, inventory, payroll.  ➞ Verify, explain, clear or escalate. 3. Evidence on first click: ➞ Policies, contracts, approvals, and calculations. ➞ Saved with transactions for easy access. 4. Cutoff discipline: ➞ Shipments, revenue, accruals, and provisions ➞ Completed promptly with clear timestamps. 5. Segregation of duties: ➞ Nobody does everything. ➞ Share tasks to lower collusion or fraud risks. 6. Open door policy: ➞ Staff can flag pressure or errors without fear. ➞ Encourage proactive disclosure. 7. Review within 72 hours: ➞ After close, capture errors and fix root causes. ➞ Prompt improvements save you time. When leaders do this, their audit costs reduce and trust increases. Run this ritual for your next audit and let me know how it goes. How do you keep better financial records? ------- ➕ Follow Jonathan Maharaj FCPA for finance‑leadership clarity. 🔄 Share this insight with a decision‑maker. 📰 Get deeper breakdowns in Financial Freedom, my free newsletter: https://lnkd.in/gYHdNYzj 📆 Ready to work together? Book your Clarity Session: https://lnkd.in/gyiqCWV2

I’ve sat in 100s of executive meetings where everyone nods at the dashboard and no one actually knows what to do next. Most CROs and CMOs struggle to speak Finance’s language. And Finance struggles to connect with sales and marketing. At Pavilion, we believe the best CROs and CMOs don’t just work with Finance—they sit on the same side of the table. Easy to say. Hard as hell to do. And here’s the trap I see over and over: As executives, we confuse visibility with control. We’ve got dashboards for everything. We’re tracking every possible number. We’re updating it every week and driving our teams crazy But: the more we measure, the less we focus. Visibility ≠ Control. Control comes from knowing the drivers of your business—and pushing on them relentlessly. That requires prioritization: choosing the few metrics that matter most and accepting that others will take a back seat. And understanding that the back seat means — certain numbers will move in the WRONG direction. That’s OK. If you’ve prioritized correctly. But prioritization only matters if it changes how you run the business. The next step is making sure those critical metrics are embedded in your operations and decisions. Here’s how to start: 5 Practical Ways to Improve Financial Performance: 1. Shrink your dashboard to 5-10 key metrics—split into leading and lagging indicators. I’ve seen zealots advocate for as few as 3-5 key metrics. If your dashboard has 10+, you know you’re swimming in data but probably don’t know where to focus. 2. Cascade each metric to an owner so every team member knows how they’re moving the number. The goal is to have everyone in the company understand how they’re contributing to the success of the company. 3. Build a monthly cashflow forecast to anticipate inflows and outflows. Your monthly forecast helps you understand the RHYTHM of the company. I’ve met CEOs that don’t have any cash forecast at all — not sure what to say there but hoping those people have an amazing balance sheet. 4. Track profitability by business unit so you know where the money is actually being made. This means allocating expenses by revenue stream and business line so you can look at everything individually AND holistically. 5. Use A/P spend thresholds to align cash outflows with inflows. I once worked with a CFO that pushed $500K+ of A/P out in the middle of a slow season without any oversight or CEO approval. I don’t work with that person anymore. BOTTOM LINE: Control isn’t about seeing everything. It’s about steering the few things that actually move the business forward. When you focus on the right drivers, align your team around them, and build systems to track and act on them, financial performance stops being a mystery. It becomes a habit. Over the next few months, I’ll be partnering with BILL to share strategies like these—from 25 years of building companies—so CROs, CMOs, CFOs, and CEOs can align around what truly drives enterprise value. #BILLPartner

Recently, I spoke with an Internal Audit Manager on a team of 3 who spend 90% of their time on SOX. He mentioned his team wants to take on more operational audit work, but their SOX program is has three MWs, and their CAO doesn’t support them taking on responsibilities outside of SOX. Unfortunately, this situation is not uncommon for a number of teams. For those in this situation, the key to expand beyond SOX is to fully embrace the responsibility of improving their SOX program, and not just being seen those who test controls. In this case, the Obstacle is the Way. Here are six actions your team can do to reduce time on SOX, and obtain the support needed for doing non-SOX work. 1. Commit to leadership that Internal Audit will take ownership of improving the SOX program. While control owners remain accountable for their controls, Internal Audit will expand beyond testing to implement strategies that enhance control performance and reduce deficiencies. This commitment to mgmt will help your team gain recognition for improvements and build a reputation as an effective change agent—crucial for taking on meaningful audit and risk-related work. 2. Streamline the control environment through a comprehensive SOX risk assessment. Focus only on essential controls that effectively prevent or detect material misstatements in financial statements. 3. Optimize the use of technology. Assess how effective your controls app supports control owners, minimizes testing time, and delivers real-time updates to leadership. If you haven't yet implemented a dedicated controls solution, your current challenges make a compelling case for securing the necessary budget. 4. Enlist others for help. Ask your CFO, CEO, and AC chair to set the appropriate tone and expectations for controls performance. Then, with their backing, meet with key Finance and IT leadership to provide updates on testing, remediation, and SOX trends across the company and industry. During these updates, ask for their help reinforcing the expectations established by senior leadership. 5. Partner effectively with your External Auditor You'll likely need their support and their benefit of the doubt throughout the year. Be proactive to help their team understand your control environment, identify opportunities to reduce their workload, and maintain a collaborative attitude even when their requests may seem excessive. 6. Lead from the front of your organization. Find opportunities to communicate broadly with your control owners. Publicly celebrate those who go above and beyond. Create awareness about common reasons why controls become deficient. Initially, this approach may require spending more time on SOX compliance. However, implementing these activities will ultimately reduce deficiencies and decrease time spent on SOX in the long-term. And moreover, it will transform your team's reputation from mere SOX testers to effective change agents who should be sought for help.

I’ve noticed this pattern with many finance teams More than 90% of the time, it’s during month-end reporting that finance discovers what went wrong. 📉 That’s when poor metrics surface. 📉 That’s when the bad ratios show up. And by then, it’s too late to fix anything. It’s as if finance stands outside the business, holding up a mirror 𝘢𝘧𝘵𝘦𝘳 the damage is done. No wonder people feel finance is disconnected. That’s not good enough. Month-end should confirm what you already know, not bring nasty surprises. But finance teams often stay stuck in rearview reporting instead of steering the business. 𝗪𝗵𝗮𝘁 𝗳𝗶𝗻𝗮𝗻𝗰𝗲 𝗺𝘂𝘀𝘁 𝗱𝗼: ✅ 𝗕𝗲 𝗽𝗮𝗿𝘁 𝗼𝗳 𝘁𝗵𝗲 𝗱𝗮𝗶𝗹𝘆 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗿𝗵𝘆𝘁𝗵𝗺 • Monitor cash in real time. • Share daily or weekly flashes on key trends. • Review sales, costs, and KPIs before the close. ✅ 𝗗𝗿𝗶𝘃𝗲 𝗼𝗽𝗲𝗿𝗮𝘁𝗶𝗼𝗻𝗮𝗹 𝘁𝗮𝗹𝗸𝘀 • Join decision tables. • Link metrics to clear actions. • Challenge assumptions early. ✅ 𝗕𝘂𝗶𝗹𝗱 𝘀𝘆𝘀𝘁𝗲𝗺𝘀 𝘁𝗵𝗮𝘁 𝘀𝗽𝗼𝘁 𝗶𝘀𝘀𝘂𝗲𝘀 𝗲𝗮𝗿𝗹𝘆 • Use dashboards that flag red in real time. • Track lead indicators like pipeline health, stock, and working capital. ✅ 𝗕𝗮𝗹𝗮𝗻𝗰𝗲 𝗶𝗻𝘀𝗶𝗴𝗵𝘁 𝗮𝗻𝗱 𝗳𝗼𝗿𝗲𝘀𝗶𝗴𝗵𝘁 • Tie metrics to what’s causing results, not just results. • Use variance analysis to show what’s coming if no action is taken. Finance should be the early warning system, not the rearview mirror. When finance leads in real time, the company stays ahead of problems, not buried under them. Cheers, Ajibola. 𝘐𝘧 𝘺𝘰𝘶𝘳 𝘵𝘦𝘢𝘮 𝘴𝘵𝘪𝘭𝘭 𝘳𝘦𝘱𝘰𝘳𝘵𝘴 𝘢𝘧𝘵𝘦𝘳 𝘵𝘩𝘦 𝘧𝘢𝘤𝘵, 𝘭𝘦𝘵'𝘴 𝘵𝘢𝘭𝘬 𝘢𝘣𝘰𝘶𝘵 𝘩𝘰𝘸 𝘸𝘦 𝘴𝘩𝘰𝘶𝘭𝘥 𝘤𝘩𝘢𝘯𝘨𝘦 𝘵𝘩𝘢𝘵. ♻ 𝘙𝘦𝘱𝘰𝘴𝘵 𝘪𝘧 𝘺𝘰𝘶 𝘣𝘦𝘭𝘪𝘦𝘷𝘦 𝘧𝘪𝘯𝘢𝘯𝘤𝘦 𝘴𝘩𝘰𝘶𝘭𝘥 𝘴𝘵𝘦𝘦𝘳 𝘵𝘩𝘦 𝘣𝘶𝘴𝘪𝘯𝘦𝘴𝘴, 𝘯𝘰𝘵 𝘫𝘶𝘴𝘵 𝘮𝘦𝘢𝘴𝘶𝘳𝘦 𝘥𝘢𝘮𝘢𝘨𝘦.

In the nonprofit world, we often think of our mission as our shield. But without strong internal controls and infrastructure, even the most mission-driven organizations are vulnerable. In recent years, we’ve seen multiple cases — embezzlement, phishing, investor fraud, financial mismanagement — across organizations of different sizes and sectors. These are not isolated incidents. And they are not simply “bad actor” stories. In many cases, they are symptoms of something deeper: a lack of investment in internal infrastructure. In regions like ours, where the need is significant, the instinct is often to maximize community outcomes at the expense of organizational capacity. Every dollar is pushed toward programs. Administrative systems are delayed. Oversight structures are underdeveloped. Financial platforms are treated as optional. This must stop. As a CEO who has led a scaling nonprofit (nearly 2X staff, budget and assets) through its own growing pains, I’ve learned this firsthand: controls don’t eliminate the possibility of abuse, but they create a clear framework that reduces the likelihood of fraud or misconduct in the first place. And if something does go wrong, they significantly shorten the window in which it can occur. Strong systems allow for swift detection, timely action, and protection of the mission. Even small teams can take practical steps. Here are six things nonprofit leaders and boards can implement — regardless of size: • Establish active board financial oversight (finance committee or designated financial lead). • Require regular budget-to-actual reporting and review of variances. • Separate key financial duties — entry, approval, and reconciliation — even if a board member must assist. • Implement dual approvals for payments above a defined threshold. • Conduct monthly bank and credit card reconciliations with independent review. • Engage external oversight appropriate to size (CPA review, agreed-upon procedures, or periodic independent review). These are not “big organization” practices. They are stewardship practices. Nonprofits need funding and operating dollars that support internal operations and controls — administrative staffing, financial system platforms, compliance infrastructure, audits or reviews. Funders must recognize that these investments are not overhead waste. They are mission protection. The unseen systems safeguard public trust. Strong board governance is another essential layer. Independent oversight — whether through a board of directors, finance committee, or advisory council — creates transparency and accountability beyond day-to-day operations. Growing organizations will always feel tension between impact and infrastructure. I’ve experienced it. But the lesson is clear: controls do not slow down the mission — they sustain it. Accountability is not about distrust. It is about stewardship. If we care about impact, we must care just as deeply about the systems that protect it.

Executive directors hiding funding issues? It happens more than you think. I've seen a nonprofit leader who rarely cashed paychecks to help with finances. And another who took out personal loans to donate to the organization. While these actions stem from good intentions, they often create more problems than they solve. Here's why: 1. Hiding financial struggles prevents boards from fully understanding the organization's health. This limits their ability to provide strategic guidance and support. 2. Leaders forgoing paychecks can lead to burnout and resentment. And of course, there are some labor law issues, putting the nonprofit at risk. 3. Personal loans to the organization blur professional boundaries and can create conflicts of interest. By concealing financial realities, leaders unintentionally make it harder for boards to provide effective oversight and support. This lack of transparency can erode stakeholder trust and hinder the organization's ability to address challenges proactively. This is why I advocate for a culture of openness in nonprofit financial management: - Regular, detailed financial reports to the board - Open discussions about fundraising challenges and successes - Clear policies on executive compensation and benefits Implementing these practices offers several benefits: 1. Improved decision-making: With accurate financial information, boards can make more informed strategic choices. 2. Enhanced donor confidence: Transparency builds trust, potentially leading to increased donations and long-term supporter relationships. 3. Better resource allocation: Understanding the true financial picture allows for more effective budgeting and program planning. 4. Stronger partnerships: Open communication about finances can lead to more productive collaborations with other organizations and funders. By fostering a culture of financial transparency, we're creating an environment of trust and collaboration. This allows nonprofits to focus on their core missions without the burden of hidden financial stress. Remember, transparency isn't just about sharing numbers – it's about creating a culture of honesty, accountability, and shared responsibility for the organization's financial health. What steps is your nonprofit taking to increase financial transparency?

Making financial decisions without data-driven insights is costing companies more than they realize. As a finance consultant, a mistake I still see a lot is outdated practices causing financial inefficiencies and lost revenue. Why companies make critical financial decisions without data? 1. Time Pressure: In fast-paced environments, there may be a rush to make decisions, leading to reliance on gut feelings rather than thorough analysis. 2. Overconfidence: Decision-makers might overestimate their intuition or experience, believing they can predict outcomes without data. 3. Lack of Resources: Businesses haven't invested in the necessary tools or expertise to gather and analyze data effectively. Some negative results of making financial decisions without data: 1. Lack of Accurate Forecasting: This can lead to overproduction or underproduction, resulting in excess inventory costs or lost sales opportunities. 2. Inadequate Budgeting: Companies might allocate resources inefficiently, resulting in overspending in some areas and underfunding in other areas. 3. Ignoring Customer Insights: Companies may invest in products that do not meet customer needs, leading to wasted expenses. 4. Inaccurate Cost Allocation: This can obscure the true profitability of products or services, resulting in misguided pricing strategies. 5. Ineffective Risk Management: Poor risk assessment can lead to financial losses from unforeseen events or downturns that could have been mitigated with better data insights. Improving access to data and prioritizing analytical thinking addresses this. To put this into action, here’s a step-by-step approach for businesses: 1. Centralize Financial Data: - Action: Invest in a user-friendly financial management system (e.g., ERP, BI tools) that integrates all financial data in real-time and provides role-based access. All relevant stakeholders—from leadership to department heads—should easily access the data they need. - Why: This ensures timely, accurate data is available for decision-making and eliminates information silos. 2. Train for Analytical Thinking: - Action: Conduct regular training sessions on financial literacy and data analysis. Equip teams with the skills to interpret trends, identify key metrics, and make data-backed decisions. - Why: Building analytical capabilities across the company helps employees move beyond basic number-crunching and fosters a deeper understanding of financial drivers. 3. Encourage Cross-Functional Collaboration: - Action: Set up regular cross-departmental meetings to discuss financial performance and insights. Encourage collaboration to align goals and initiatives. - Why: Bringing different perspectives into the financial conversation leads to more creative, effective strategies and stronger alignment across teams. In 2025, I'll be encouraging, and helping clients who haven't fully implemented financial data decision-making to do so. #Finance #Data #DataDecisions #Strategy

After 15 years working with SMBs in FP&A, I’ve learned something simple: Most finance problems are not caused by a lack of data. They are caused by how slowly decisions move after the data is available. If I could go back, these are the 10 things I wish every CFO knew earlier: 1. Hire FP&A leadership before you feel the pain Waiting until reporting breaks usually means you’ve already lost control of visibility. 2. Build a decision system, not just reporting packs Reports don’t create value. The actions taken after them do. 3. Define KPI hierarchy early and ruthlessly When everything is important, nothing is. Finance needs a clear order of what matters most. 4. Standardize reporting formats before scaling headcount Most teams don’t have a data problem. They have 10 versions of the same truth. 5. Prioritize cash visibility over accounting perfection A clean P&L is useful. Real-time cash visibility is survival. 6. Align finance and operations on shared definitions Revenue, churn, and margin, if definitions differ, decisions will too. 7. Automate recurring reporting before adding analysts If humans are still doing repetitive reporting, you’re scaling inefficiency. 8. Stop tracking vanity KPIs If a metric doesn’t change a decision, it is noise, no matter how polished the dashboard looks. 9. Treat forecasting as continuous, not monthly The market does not wait for your month-end cycle. 10. Build trust in the numbers across the organization Finance does not fail because of spreadsheets. It fails when people stop believing the numbers. At the end of the day, CFO impact is not about how much you report. It is about how fast the business can move from: “What happened?” to “What should we do next?” P.S. What would you add to this list? #finance