New Accountant Onboarding & Month-End Close Process Handover

I think that's, uh, the only one that I was missing from the things that you said. Probably there are more things that we can discuss throughout the week.

Yeah, um, the next thing I need to get you access to is our bank accounts. Um, I tried to— I, I had to send an email to our, uh, to our bank just to get your user access, so I'm expecting that within the next day or two. Okay, there's a couple of different things.

Yeah, how about book clothes? That's not important at the moment, right?

For what?

Book clothes.

Oh yes, I am working on that right now. Actually, you can probably send that over after the call here. Um, okay, actually, let's see if this works. I would be very surprised if this works right away, but.

What needs to be set up? Something special? Do I need something special?

No, you don't need anything special. I just want to make sure that the login actually works correctly rather than— I want to make sure you get the right amount of access.

Okay.

And then, yeah, so I talked to the other accounting group yesterday and they, they understand there, there's no, like, very professional, everything's fine. So they're going to be very helpful with the handoff and everything. So I think what might be the most useful is I am going to share a Google Drive with you, which is kind of where we do the close right now. Um, and you can kind of see all of the information that everyone, everyone is generating on a monthly basis. Um, just to get an idea of what the close process looks like. Um, let me see what we got. So we have month end 2026. Yeah. Yeah. Let me see if I can share this or if I need them to share it. Share. Okay, I'm sharing with you right now. You see if you can take a look.

Yeah. Okay. I did not receive the invite to the share folder.

Yeah, I can also, actually, maybe it'd be easier to do it at this. What's this?

Give me a second. Workspaces, shared drives, share with me. I don't see anything shared. Okay, it's coming. 2026?

2026, yeah. I sent a folder within the folder. I'm also going to share with you the month-end overall folder so you can see previous months and previous years. But then you have 2026 now. So, not sharing.

It's taking quite a while. I'm not so sure.

Yeah, it's actually not loading for me either. I don't know what that— I wonder if that's a Google issue.

It's kind of—

it's just spinning, right?

Yeah, yeah, yeah.

I wonder if that's a Google server issue because I'm getting a similar—

oh no, it's coming. I like how you tag things. It takes a while to connect, right?

It must, yeah. I have to imagine that's what's going on.

No, I have the same for me.

Oh yeah, look there. Interesting.

Yeah, I have the same message. One second, I'll try February and see.

Shared drives.

I have now month end. Let me see what then. And it's going past there.

That's really weird. When I try to click into 2026, that's when I'm getting that. Oh, here we go. Did that work?

I clicked on month end 2026 in February.

Yeah, that's what I'm trying to click into also.

Yeah, it's kind of taking slowly coming. Okay, now I see all folders. Maybe it's just the first time.

Yeah, maybe as it's transferring.

Your archive of the assurance fixed assets, etc.

Yeah, so I can, I can see the folders now on the screen, but they're grayed out. Oh, there you go. It's— yeah, it's just moving very slowly.

Um, I think maybe it will take a while to, to connect, but it's coming sooner or later. I'm going through the month-end checklist.

Oh, you found the checklist. Okay.

Yeah. Yeah. That's the first thing I checked.

Yeah. So actually, that's what I was going to suggest is if you go, go over that month-end checklist and see if there are any gaps, um, in potentially process that could be improved or things that are just missing that you want to implement. Um, There might be a reason why we don't have it, or maybe it's just an oversight. I'd be curious to get your eyes on it. Um, so yeah, I would go over the closing checklist and then maybe some of these files just— I mean, I'm sure a lot of these files are going to require some context.

Um, right.

And these all exist outside of kind of that closed book system. So ultimately what I would like to do is all these schedules that we're maintaining would be used as the tool inside of CloseBook where we can reconcile and it pulls in the QuickBooks chart of accounts.

The, the, the alert for each of the tasks, reminder, can you do that as any system like NetSuite or something?

What was it for?

The checklist here has due dates. For example, you have debt, workday 6, a transaction, blah, blah. So can we schedule that alert in CloseBook?

Absolutely.

That's my point, because I keep— and I think I shared during our interview my Close calendar. But ideally, if you can automate this, You shouldn't keep it. It should renew every month the dates where it's due, the task.

Here, let me see if I can show you an example of how this would work inside of, inside of CloseBooks. So So here, let me share this.

Yes.

So you have the phases by kind of pre-close, adjustment, reconciliation, and then review and report.

I don't, I don't see anything.

Uh, sorry. I'm sharing it right now. So here's an example of the close. Schedule, um, and this is all filler information. I want to make sure that it actually applies to kind of that closing schedule we have here. Um, but you'd have the account that it's related to, the category, which is pre-close status, so it'd be able to check in.

Exactly.

Uh, the GL balance if it's required, and then any variance. Um, and I'll add in a date as well, so we'll have scheduling components to it. So it'd be like, all right, this is due by the fourth day of the month, and so on and so forth.

One of the things that I was going to ask, because in your manual you send the phases, but I didn't see that what day the task or activity should be due by, for example, the first phase.

So I think, um, what I would like to do is take the closing checklist that we have now Um, and I also scheduled a call with, um, crew tomorrow, which is the other accounting group. So you can, you can talk to them and ask them any questions. Um, but I think if you can go through this and review it, um, in terms of if these dates are— look, you're not, you're not going to know as much about the business because it is your first day, but just from like a best practices and accounting perspective, what should this close period look like? We can go over it. Maybe there's some changes that are, there's some nuance to it, like, hey, we can't do it by this date, but we do it by this date. But I'd like to know what kind of what your opinion is on what can be done and what it should look like. I think that would be very helpful.

Okay.

Okay. So I think that would be useful for you to go through and kind of get an idea of what these, these items look like. You have QuickBooks access and you have Ramp access, so you'll be able to kind of see it's gonna, it's gonna point to specific journal entry numbers. You can look at that journal entry and say, all right, here's kind of what they're doing. You can trace through the other files in the closing period and say, all right, here's kind of the idea.

Uh, yeah, absolutely. Yeah.

So I think you'll be able to get a pretty good idea. That's pretty organized.

Yes, yes, yes, indeed.

Um, like I said, these things change all the time, or not Not all the time, but there are some nuance to it. Like, and the debt portion specifically, we've changed how we did that as of the new year. So there may be some, it's actually simpler than it used to be. So there'll be some easier items in terms of actually accruing, like interest accrued, those kind of items. But I think—

How do you validate against the statement? You receive the monthly statement? Statement during balance sheet reconciliation at that point in time?

Um, so we get a monthly statement, um, so that is how we tie on a monthly basis. And then they send us a schedule of all the activity on the line of credit, and then we tie against that usually quarterly to make sure that it's, it's very firm.

Okay.

Um, and then I have some logic built into CloseBook that estimates the accrued interest for the month. So we pay on the 25th, but we have 6 more days in March where we have to accrue interest, those kind of things. So, okay. Um, but like I said, we can walk through each of these phases and I can kind of show you what is possible. Um, and then like I've, I've said that CloseBook is infinitely customizable to be how you want it and how your workflow works best. I gave it what I think I need to see, but I'm sure you're going to have some very valid input and things that you want to see as well.

Amazing. I have never used it. I have never used that.

Right. I hope it's something— I have found it very useful so far. I hope that it is something that you find useful as well.

Yeah. Let me see. I think for, for the month-end close, regardless of the specifics that I need to understand the company, that I don't have so many concerns. Let me go through the month-end calendar. Um, when is the, the meeting with the outsourced firm?

I have it, uh, for scheduled for tomorrow at— hold on, let me check my calendar. I have it at 1 PM, uh, PST tomorrow. All right, does that work?

Yeah, of course.

Okay, great.

Uh, I, I already, um, I'm going to, at least until I'm more comfortable with the pace of the work, to, to do most of PST time so I can connect if I have doubts later, as agreed. To work East time, but only when I have everything organized.

Okay. Okay. I'll try to be conscious of— I don't want to schedule things for 4 PM PST because I know that's 7 or on East Coast, so I'll be conscious of it.

But yeah, my, my CFO just allowed me to work until 7 PM my local time. So it's around 2 hours ahead of this time.

So, okay. Are you on Central?

Feel free. I'm 2 hours ahead of Eastern time.

So in general, you're 2 hours ahead of Eastern time.

Yeah.

Okay. Oh, wow. I didn't realize.

Sorry, I said it wrong. 2 hours Behind this.

Behind. Okay, I was gonna say I didn't— I— that would be— it's our— you're in Argentina, right?

Right, right, right. Yeah, I said it wrong. Okay, it's 2 hours. Yeah. Uh, so the thing is, um, for me, I already set myself to work, um, kind of in between Eastern and UTC time. It needed more. I told you that I work kind of, um, in Australia, right?

So that's crazy.

It's crazy because I work in the morning, then at night, but I have, um, someone helping me, so we, we kind of, um, combine the work. But anyhow, my question to you will be, for my end, I'm not so, so concerned. Of course I'm concerned on learning the things, right? But the thing is, for the daily stuff that I saw here in the activities, um, AR, um, checking the daily tasks, that's super important that you, um, explain to me, yeah, what is expected out of those daily and weekly tasks because those are operational tasks, right? Um, besides— so I need to understand.

So that's going to be a better, uh, question for the outsource team because they're currently running those day-to-day tasks. It's mainly on payment application inside of the general ledger. Um, we have an AR team in-house that handles all the billing and all the collections, but when it comes to actually applying the payments, just for the checks and balances, we make sure that there's a different party actually applying the payments and pulling that information down.

So I won't be involved in billing because you already have someone, someone in-house.

Correct. Correct. You won't be involved in billing, but you will be involved in, um, there's an invoice processing component, component to it. Um, so when the billing team is like, this is all ready to go and they're in touch with the customer, you will process the invoice into QuickBooks, um, to make sure that that is all being done.

Okay. Yeah, it's somewhat, somewhat, uh, I relate to SAP. You get all your sales orders and when they are ready and you push them.

Yeah.

So I think this is, they are already generated. You only need to sync.

Correct.

Right.

Yep. And then when a payment comes in, um, you'll have to, usually it comes with remittance. I would say 90% of the time, but there's 10% where we just don't know. Um, and then If you don't know where to apply the payment, that's where you can reach out to. Her name is Michelle. She's in charge of our billing department, and she can get in touch with the customer and be able to get everyone's information for you.

Okay. That, that was one of my questions because I don't have the authority to reach customers to collect or do AR or collection efforts. This is mostly the AR team who's billing, right?

Correct.

That person in particular. Okay.

Yeah. You won't need to reach out to customers. You will just have a point of contact with Michelle if you have questions upon payment application or anything related to invoices. And I'll introduce you to her probably in the next week or so. Okay. I might pull you into a call with her. We have regularly scheduled time where we touch base every week, so I might introduce you then.

Okay. And you have an org chart of, or the main stakeholders that I will be dealing things with?

I could put, let me think about that because we got—

Because it's important.

Yeah, I can put together a list of people. Yeah, I'll send you over an org chart and kind of highlight because right now we have finance kind of in its own area. There's gonna be some like dotted lines because Michelle's billing and like, She's like the head of the rental agents, if you can think about it that way. Like, she—

that's, that's super important because having an org chart, maybe not the full company org chart, but if you flash, okay, you mostly be your, your focal point for these things is this person, or your focal point, I don't know, when especially when it comes to payment. This is super important for me because of course I need to do the handover, but making a payment needs to be seriously, uh, I need to understand if there is a recurring contract, if it's active or not active, who will be, um, responding those answers, right? If you have like a service contract like the outsourcing Okay, what is the service period? Because sometimes you get payments every month and you say, you know, it's, it's every, it's 12 months and you don't know when it started, when it ends, or if someone ended the contract. So those type of things.

So that specifically, um, is something that I would like kind of building out more of like a, uh, what would you call it, like a prepaid, uh, schedule, like just making sure that we're not expensing a large expense that's meant to be deferred over 12 months and to recognize that in a period, making sure it's correctly amortizing across the service period. I think that's something we'll probably be playing a little bit of whack-a-mole as that comes up because we have some of those being amortized correctly, but I don't think 100% of them are. So that might be something that we play a little whack-a-mole with.

Okay. Okay. You call— I like that. Yes, um, I, I really visited some of the things that were prepared in the other company and rebuilt the whole study.

So, um, I'm working on getting you an org chart right now from Katie.

Yeah, yeah. So, um, for me, the most important is, is kind of the, the close cycle, um, that, that I'm going to work with for Q&A and doubts in this that.

Yeah, absolutely. Um, yeah, I think the, the daily stuff is pretty straightforward. There's going to be no surprises in terms of our, our workflow there. Um, weekly, I, they might say weekly, and we'll defer to crew on that, but I don't think there'll be too much like weekly, I, too many weekly items.

It says, it says review accounts people aging and accounts payable and short time with vendor payments. Okay.

Yeah, I mean, that's pretty nebulous. Like, it's not like a true, like, tactical, here's what you do, X, Y, and Z.

Yeah, I think the company— I don't think it's more like a health check before month-end start, right? And so for the Receivable aging, even if I check, this person will be responsible for pushing for collections, right? Michelle.

Michelle will be. Yeah.

Okay.

You— yeah, you're— you will be responsible for making sure that AR aging is up to date and accurate, but not necessarily reaching out to customers in any regard.

Okay. Yeah. And The second thing is, I know you already mentioned that I will have the call with the outsourcing.

Are they uploading the vendor bills to Bill.com, like just general vendor bills? Yeah, yeah, yeah, yeah. So right now, so there are general email accounts like that are finance at Avonrents where bills come in and then they upload them to Bill.com.

So you don't have an AP, AR separated? You have finance.

That's correct.

That's your AP kind of table?

Yes, that's correct.

Okay.

Um, and I'll send you— I'll get— make sure you're added. There's a couple of different aliases across the companies where bills will come in. Um, like Versatile Studios has, uh, [email protected], and then HDR has [email protected]. @hollywooddepot.com. So I'll make sure you're added to those aliases. Um, and I'm keeping track of what—

here, I'll show you what, because that's super complex.

I'll share this, I'll share this with you, but I'm keeping track of everything that you need to be added to. Um, so we'll add email aliases on. And Katie will set that up for you. So there'll be Avon AP, HDR AP, Versatile AP, and then these emails will be adding team. Avon actually has two where emails will come in because there is one that predated us.

And all of those accounts are connected to build.com, right?

Are connected to what?

They are connected to bill.com.

Yes, that's correct.

Everything. Okay.

Yeah, I would use your, um, your Avon Rents email as your master email account for all logins. Um, right, right. And then this So you need to be added to that. I have bank accounts, bill.com. You still need to be added to— you already have personal email.

That's all set.

Yeah.

Even if you share that spreadsheet, I will put a checkbox on the things that I have. I can add any Okay, there you go.

That's it.

Then I will complete.

Okay.

For the RAM, when I created created the connection, it prompted me to create a ramp, which I skipped because I shouldn't have any ramp. I guess that's something for you to know.

Yeah, it prompted you for what?

To create my ramp card. So I didn't—

oh, I didn't have it issue you a ramp card. It asked you for a ramp card?

Yeah, no, but it prompted me to create one.

Interesting.

I just kept that stat because I shouldn't have any fun.

Right. Yeah, you won't need to create a report.

I'll make sure I'm not able to create one of my own. Okay. Just for both Making sure for you and me.

I'll take a look at that. That's interesting. Here is an org chart. This is a kind of an older one, but I think it'll give you the idea.

Yeah.

So the company, it's organized into 3 separate companies, right? There's Avon, Versatile, and Hollywood Depot Rentals. Avon is going to be in the red here.

Yes.

It's a little too tight.

Okay.

Can you see this?

All right. If you— a little bit more. Slightly. Yeah, that's better.

Better? Okay.

Yeah, better.

Thank you. So you met Katie. Katie's kind of the chief of staff for the company. And then I'm here, I am sitting alongside, I don't have, because the accounting team is outsourced, they're not listed on here. So, and in terms of direct reports, there's kind of a dotted line from Michelle to me, but she doesn't necessarily report to me on a day-to-day basis because she has other job functions that she's responsible for. But basically Michelle will probably be your main point of contact across the organization. Sales, I don't think you'll need to be involved. You may have some interaction with our service manager because he pays a lot of the bills for the fleet, um, and he submits bills and those kind of things, but it'll be, it'll be negligible, I think. Um, and then on the versatile side, it's a smaller kind of operation, so I don't think there'll be too much interaction. It'll probably go through me on the versatile side. They may have some questions around invoicing and those kind of items, and that will flow probably to— where is Donna? Oh, Donna's over here. So Donna kind of is the point person at Versatile. So when she has invoice-related questions, um, she may be coming to you, or you may be coming to her, vice versa. But she reports to Michelle. But she specializes in versatile items. So she may be another person that you interact with on a semi-regular basis. And then on the HDR side, um, yeah, I don't— there might be one person who does, um, billing, which— this is, uh, Jessica Tovar here. She's listed under accounting, but she's specifically for billing, but she doesn't really do too much. She's the one who's creating invoices in QuickBooks. So if you have a question, you may be able to go to her related to payment application and those kind of items.

Okay. Okay. I understand.

Yeah, but there won't be, I don't think, too many points of contact outside the organization outside of those 3 employees and myself.

Amazing. Great. This helps a lot.

Yeah. And then just for like kind of a more holistic view of how the operations work. So you have Avon here and then Versatile here and then HDR here, but there is some like intercompany activity that goes on from time to time. Like this company highlighted specializes in production supplies, but Avon specializes in vehicles. So occasionally a customer will rent a vehicle with production supplies. So the two teams have to work together. And then Versatile is commercial focused. So it's like a segment of our overall business where they do mainly commercial business and that they'll subrent Avon vehicles to rent to their customers or they'll subrent production supplies from HDR to rent to their customers.

So you're, you're on I'm listening to you. Maybe your device is kind of—

Oh, can you hear me?

Your voice now is better.

Yeah, I think a car drove by. That might have been the sound.

Okay. Okay.

But yeah, I think as you kind of get more information and you kind of get more exposure, you'll start to understand how the companies work together and then how those report or those, uh, entities work that I shared with, uh, with you for QuickBooks. Avon here, this is going to be Silverco Enterprises, which is the operating company, and then Two Family and NCNT, and then ARH. Yeah. And then actually I have a, uh, I have a, an org chart that's not employee specific, but entity specific that I can share with you that might be useful for this.

Will be helpful because it changes the name. I will put it somewhere here in my, my office. And how about the blocks analysis? Because I know that I'm still reading, I'm in the portion of Montaigne's prose. Well, you put QConq, that's fine. But for the budgeting and variance analysis, this is also part of what I need to do, right?

Yes. I would say that calling out large variance, especially from where we expected or where we typically are, is important. I would normally expect that to be related to things like vehicle sales. If we sell off a large tranche of vehicles, you're going to see assets drop considerably. Um, but being able to track that on a month-to-month basis will be important for sure. Um, and just making sure that like, it's a good check just to gut check, like, are we accruing revenue correctly? Are we accruing payroll? Are we way off on budget? Because if we're way off budget, something may be going wrong just with our assumptions, or there truly is a large variance that we need to identify.

Exactly.

And I have the budget's all built into CloseBooks, so you can kind of see, those items and figure out potentially where that variance—

so Closebook can create the— as I was reading, the bring the budget, do the comparison so you can start to— yeah, yeah.

So let me show you, you'll have to do a lot of minor work to compile actual and forecast the So there's a tab called the financial model. And what you're able to do is let's say we want to just look at January's financials, um, with compared to year over year and to budget. If we generate here, then we'll be able to see kind of the consolidated view based on. So here's revenue for January, $1.8 million versus the $1.5 million budget. And you can kind of see here's what we budgeted for each line item and the variance. If we want to look at the variance percentage rather than just the gross total, we can look at that too. And then prior year as well. So all these items and then if you click into it, so this is kind of a master general ledger where 7 entities are rolling out their information into. So you can look and see what actually goes into other expenses. If you click on it, you can see all the items across the different entities that have to do it. So one of the big ones was this water and power at $32,000. That seemed like a significant amount. So we ran it down with our utilities provider and we're working on getting a refund for that now. So that's just an example of like, we being able to track.

Let me ask you one question, because when I was reading the manual, I understood that it was many, um, one-to-many, okay, that you consolidate here, right? How are you able to drill out, drill down to the QuickBooks journals that makes up that total? No, if not in here, that is the logic, right? Exactly.

So You sync through QuickBooks through each, so you can see whether the entities are synced and what period they're synced for and when they were last synced. So it runs a sync every morning for the current periods just to make sure we're up to date. But let's say you push a change or you create a new general ledger account that we need to account things for. If you go into the specific entity, so we'll go into Silverco and we go to the chart of accounts. Or the trial balance, I should say, not chart of accounts, and I go to March or February, we can sync that period specifically and make sure that everything is accounted for.

Yeah.

Um, but you can do it all the way up to the, uh, consolidated level if we want to. So that financial model is pulling all that information together, all of this, all the entity information together and creating this master general ledger where you have these master accounts and every account that goes into it. So if I click on something, we don't need a ton of— what's an example of a good one that doesn't have a ton of items in it? Like damage reimbursements. That's one of our revenue accounts. You can see all the different accounts on the entities that go into that. So if we wanted to—

yeah, I find challenging for the flux analysis. I understand the point, but when you want to have a large variance You have the first stage is you have multiple accounts there, but you cannot drill down. You have to go back to QuickBooks and investigate some of the accounts, if that's correct, right?

Um, yes, you cannot drill down into specific, like, line items. You have to go into QuickBooks. This is more of, like, for reporting purposes, um, because I want the QuickBooks to be kind of the main system of record, source of truth that we're not— that is, we're pulling the information from. I don't want to make edits here that ultimately go into QuickBooks. It's the one-way sync going from QuickBooks to— but I'll say the most you can probably drill down in this would be if we go to the financial model, we can look at the single entities and get an idea. So, okay. And if we wanted to do just HDR from January to March, we can see on a month-to-month basis what that P&L looks like. And this also strips out some of the noise that is created, um, just by nature of how our QuickBooks is set up normally. And we're able to layer in pro forma adjustments, um, for, for— let me show you an example of what a pro forma adjustment may look like. So For example, SilverCo incurs the cost of some employees that actually work for HDR. So we create allocations across the companies that allow us to— not necessarily in the general ledger, but inside of our reporting package.

Yeah, I understand your point because this is kind of the SAP allocations, like a secondary ledger where you do the management reporting.

Right.

Okay. Right. So I understand that. Just, I wanted to reconfirm the features. Some systems can drill down when you do budgeting, etc. You can drill down to the origin of the entries for flux analysis, etc., and some cannot. Right. This is fine. This is fine.

Yeah, we do budgeting at the kind of the summary general ledger level rather than at the, like, getting super granular with it. So you can— we have budgets by entity, but only in these master, like, accounts. And these are fed by calculations in an Excel spreadsheet that I did. Um, but we used to do all this in Excel and it was a nightmare and it took 3 or 4 full days of my time to get it done. So now this kind of automates the whole process.

It's fantastic. Um, um, so then, so the outsourced firm is, is providing you like analysis, is just, they are doing just the close month end and they are not supporting all management reporting reviews, etc. This is done by you?

That's correct. They do the, they get everything teed up in QuickBooks. They'll give me a like a quick like, hey, revenue, like this revenue account went from this to this, but no real like critical items are being there. I'm doing the kind of the analysis on top of that once they complete the close. But I would like to be able to work on that collaboratively with you rather than it just being me having to do all of that.

Okay. I apologize. If I'm asking—

yes, there's no— no, there's no— please ask as many questions.

Yeah, um, if you wanted to, to discuss other topics, um, I think I have a pretty good idea. It's just for me getting familiarized. Uh, what is your expectation regarding the handover? I know that we discussed this an hour interview. It takes at least— the cases I handle, it took me 2-3 months to do a complete handover, whereby after finalizing, they were reviewing what I was doing, and when I said, okay, now it's done, right, um, then the, the contract ended, right? I, I understand that you want to get rid of that contract soon, as soon as possible, but ideally I may have 1 or 2 months of going back and forth, questions and training and me doing and then reviewing it, etc., etc. How is your expectations there towards your budget and cost that you can overlap? So, you know what I mean?

We need to give 30 days notice before we can end our service period with them. We have not given that notice as of today. So my target was 1.5 to 2 months of a handover period. Um, obviously 1.5 months would be better than 2 months, but, um, I don't want to shortchange. I want to make sure that you have the access to everything you need. Um, and we don't leave it short. So as of now, it's blue sky. We haven't given them any notice. I think that's something maybe a week from now, after you kind of wrapped your arms around what's going on, what you're kind of seeing, that's when we can come up with a plan of like, here is the date that we're planning the cutoff. But as of right now, that date has not been decided. So we just need to give 30 days notice if it's February— or if it's May 15th that we end the service, great. If it's June 1st, okay. Um, just as long as we have a date and we're working towards that. So I think in a week, let's come up with a date, um, that you think is feasible.

Okay. Yeah, yeah. Uh, I appreciate that. I've always discussed that with my CFOs on where I was comfortable, um, you know, uh doing their full handover and just ending the relationship. Right.

And then at the same time, um, once— I would also like to begin the, um, the search for a junior accountant that would report to you, um, that you can work alongside with. Um, hopefully by— we start that process maybe by April 15th. We start to engage the, the, um, the firm again the, the somewhere. Um, and I'll probably have you run point on that. Just, you can source candidates or you can review candidates and see who you like the best. Um, but we'll plan to start that around the 15th, if not sooner, if you think it's feasible. Um, but I wanna make sure you have someone that I wanna make sure we have the structure set up and then someone can plug into that structure, uh, when you're ready. Mm-hmm.

Okay. Okay. Great. Um, Agreed. Anything else you think I need to— well, you said bill.com after our meeting.

Yeah, so I've still got some access that I need to give you, bill.com being one of them, email aliases being another, as well as bank account information. So I'm working on getting that set up right now. In terms of— go ahead.

No, no, no. Just for one more question. So Thomas, how you set up in bill.com, you have payment approval. How you expect me to work with that? Because I will be uploading the invoices and someone will be pushing the payments, someone be the approver. So you have both. Or just bill approval, how it is.

So currently I'm the only one who approves payments and then everyone like the crew will create the bill and set it up, tee it up for effectively payment. So that's what you'd be stepping into is getting it to the point of being ready to be paid. And then I will ultimately push the payment.

Okay. Yeah. Sorry, you were saying?

Um, no. So I, uh, I think plan for today and up until the call with Crew tomorrow would be familiarize yourself with the kind of structure they have now and figure out, um, or what questions you want to ask them, kind of explanations for different processes that you may not be either familiar with or have a full understanding of what they're trying to accomplish there. Um, and then the daily tasks, potentially go over that and just figure out how that can be handed off relatively quickly, because I think that's a pretty simple process in terms of payment application, making sure you have the right access, the right information coming to you. And I think you can step into that pretty seamlessly.

Regardless of that, even though I have access, they are not fully released from the task. So I wouldn't do anything because I don't want them to say, okay, Veronica's now navigating this, this and that. So to a certain extent, I need to talk to them.

Right. No, they're still performing as if they're, they're doing the full scope. I think we take pieces one at a time where potentially you, you sit in the overview spot on a specific task or job function. And make sure you fully understand it, and then you inherit it. So I think that makes sense.

Yeah, it makes sense. Uh, so I will focus on that, understanding, uh, the task, the month-end coming up. Um, just don't forget to send the invitation so I can prepare all my questions before that meeting. And start addressing, um, the calls. Would they have any issues, like, if I address kind of daily or every 2 days calls?

No, I don't think so. Um, I think we should set that expectation on that call, just kind of like what we want to see, as long as they don't charge more extra because No, I mean, there's no— no, it's, it's, it was very clear in their scope of work when we first engaged with them that we would have a full documented process that could be handed off in the future. And they have that, like, they have been doing that. If there's any gaps that need to be filled in, like, that is, that's what we pay them for.

Excellent. Excellent.

So I just invited you to the call that we have for the accounting touch base. Did you get that email or that invite? Invite?

Yeah.

Okay, great.

That's so good. Okay. Okay. Are you using Meet or are you in the chat or somewhere?

No, I—

or if I chat you through the Meet?

Um, let me see that, because I, I sent you a message.

Something in general, I like Google because if you have the chat and if I need something and you're there, probably send a message rather than having Slack or—

I don't, I don't know if I've used chat before. Do you? How do I access that? Email? Is that a thing that I can access?

Go into your, your Far left, and you should have like— let me share my screen.

I have Mail and Meet.

No, here. I think you have— let me share my screen. Uh, I don't think you have the ability to— oh yeah, sorry, sorry. See? Sure.

Oh, that's funny. I don't have that. Why don't I have that?

Let me see if I— Hola. See, I think you need to enable because if I see— Oh, there.

I got a notification on my phone, but I did not get it on my desktop.

Because probably you're set up, your notifications are set up to go to your phone rather than to— you need to enable in the desktop. But I like to use this if I have some doubts.

It's more direct. I think I got it. Let me see.

Yeah.

Oh, yeah. People have been sending me Google Chats for a while.

Okay, you got that?

There you go.

Yeah.

Okay. Okay. Yeah, we can use that if it's more of a tactical question or something that's not an email or any other tool. Right. Our company uses Slack. I don't personally use Slack for any reason. And then we use Telegram between me and James, our CEO. I don't— I only use it for him. I don't use it for anyone else. So I think this will be best.

This Google Chat will be fine. Yeah, more than— okay. And last, do you use any— I saw somewhere, because I connected to Ram, I saw Monday. Are you using any type of organization tool or anything for me to track time?

Okay, no, we don't. We're not using that. Um, okay. No, I— we operate based on a, like, maximum autonomy. Yeah. And then if we need to make changes, so be it. But no, I think I wouldn't have hired you if I didn't trust that you'd get the job done. I don't need to be tracking your time.

Don't worry about that. It's just making sure, because some companies may make me track time. I personally don't. Either I have to do it or not.

No, you don't, you don't have to worry about that.

Uh, perfect. So if I need to communicate, I will drop a chat. Yeah, ask you any question there. Okay, perfect, perfect. Okay, to you tomorrow.

Yeah, thank you. Great talking to you.

Bye.