QUOTE(Annoynimous @ May 13 2012, 10:43 AM)
USD150 million as in what? Revenue per annum? Profit per annum? Assets?
In any case, USD150 million is not big.
If you're talking about revenue, I know of a local subsidiary of a listed company with annual revenue of approximately RM1bil, net profit of approximately RM70mil, PPE of approximately RM500mil. One Accountant, reporting directly to one FM, who in turn reports to the GFC. I think Sean is talking MNC level here, where there are accountants who handle more than one subsidiary located across more than one geographical area.
Kind of agree with your point that you will have limited knowledge when you make the jump from external audit to commercial. I cannot comment more on this as I'm in this transitionary position as well but I personally feel that there should be teething problems initially and they can be resolved within weeks after joining the commercial company. Shouldn't be a major problem adapting if you've gained sufficient knowledge when you were in external audit (technically and in a supervisory position). In fact, technically in terms of reporting standards and accounting principles, shouldn't be a problem at all. The only major issues I see are dealing with people and familiarising yourself with the company culture, including practical aspects such as learning their software and tuning yourself to their "beat".
In the end, all finance and corporate functions are cost centres. It's about how to get the most VALUE from these cost centres.
150 million in revenues. but globally, it's about USD6 billion. Got an invitation by one of big 4 as senior associate for their advisory TAS dept.
I think I will try it.
Added on May 14, 2012, 8:45 pmQUOTE(seantang @ May 13 2012, 11:18 AM)
Because this is pay scale, not team structure.
If you think you are, then you are. I always justify my role in terms of... without me, does the business make less profit? Does it earn less revenue? Does it incur more expenses?
If you contribute towards one of those objectives, you are creating value. And then it's a matter of how many times more value do you create vs what you cost.
Then there's the MNCs. In American MNCs especially, finance oversight is accepted as a critical component of doing business. If there is no finance oversight (in a certain market, geography, product line, period of time)... you DO NOT do business in that area. The risks are too great. I am lucky to be a finance person who works in a company like this, where I can override the sales function and stop them from selling if I can show that they are not profitable enough, or the risks (credit/past dues, exchange rate, macroeconomic etc) are too great. And if you sit on the management team, you have a say about other factors as well like strategy (do you want to be in this market in the first place).
It's great if you can do that. We are controlled by HQ in Europe. They blamed our costings rather than the lower of the selling price.
In the end, we can convince them our evidence.
This post has been edited by Materazzi: May 14 2012, 08:45 PM