Controller

The Role: Right now, the truth about Rhino's money lives in three different systems that don't fully agree with each other, and that's the job: you end it. You build the machine that keeps Quick Books, Job Nimbus, and every dollar that moves through this company telling the same story, every month, without fail. Commissions get paid right the first time because somebody's paycheck isn't a rounding error. AR gets collected instead of politely ignored. And when ownership asks “where do we actually stand,” you have an answer that doesn't start with “let me check a few things.” The unglamorous truth: nobody notices a controller who's doing it right, and everybody notices one who isn't. This isn't a seat for someone who wants to inherit a clean system, it's for someone who wants to build one, then build the department under it so it doesn't all live in your head. If “that sounds like a lot of ownership” makes you nervous, this isn't the role. If it sounds like the project you've been waiting for, let's talk.

What You'll Do: Close the books every month and hand ownership a P&L they'd bet money on, not one that needs a disclaimer Own AR and AP end to end: collections that actually collect, vendor payments that go out clean, and Quick Books and Job Nimbus reconciled to one version of the truth instead of three Process and audit every commission payout, bonus, and merit increase. A reconciliation you “get to next week” is a mess that compounds, and this one touches people's paychecks Build a rolling cash forecast so leadership sees trouble coming before it arrives, not after Run the annual budgeting process with department heads, then hold the line when actuals drift from plan Hire, train, and build out the team under you. This stops being a department of one on your watch Document the systems well enough that the books stay clean even on your week off Build a finance and admin playbook tight enough to stand up a second business on, not just patch this one Keep permits, licensing, insurance renewals, and subcontractor paperwork from quietly expiring on somebody's desk What We're Looking For 5+ years in accounting or finance, with a real track record of building or overhauling a department, not just running the one someone else already built Construction, roofing, or another job-based/field-service background strongly preferred, job costing and subcontractor accounting included Deep Quick Books proficiency; Job Nimbus or a comparable CRM is a plus Real experience managing AR/AP at volume and forecasting cash, not just reporting what already happenedA track record of hiring and developing people. You've built a team before, not just survived one Comfortable owning payroll-adjacent work: commissions, bonuses, merit increases, and the accuracy that comes with it Multi-entity or multi-division experience is a strong plus Treats “close enough” as a red flag, not a shrug Explains a number to a non-finance person clearly, without dumbing it down or burying them in jargon

Our Hiring Process: ApplicationA required assessment that all candidates complete before moving forward. It helps us see how you think, solve problems, and operate, and it helps you see whether this role is the right fit for you too Quick screening In-person interviews, so we can meet the person behind the resume Final steps and offer The assessment isn't optional. If you're the kind of person who takes the extra step seriously, you'll fit right in here.

Compensation & Benefits: Salary is dependent on experience. This isn't an entry-level accounting job, it's a seat with real authority. Paid time off 401(k) matching Referral programA real growth path inside a company that's scaling fast and promoting from within Expected Milestones — First 90 Days Days 1–30: Get Control Audit the books end to end across Quick Books, Job Nimbus, Nickel, and Gusto. Know where every dollar sits and why the systems don't agree Establish the bank balance as the single cash source of truth and reconcile everything back to it, not to notes or assumptions Inventory every open reconciliation gap, including what's sitting unresolved on the AP and AR dashboards Verify every rep's commission payouts against the real records, cross-checked to actual job revenue, not handwritten sheets Flag the single biggest financial risk in the business and bring it to ownership by the end of week one, no sugarcoating Days 31–60: Build the Rhythm Stand up a monthly close with a fixed calendar and no surprises about when the books are done Launch a rolling cash forecast so leadership sees problems coming instead of finding out after Put a weekly AR/AP review in place, including enforcement of the company's collection rules Lock the current commission structure in cleanly across every rep, with no legacy exceptions still floating around Get to the bottom of any known data gaps between systems and fix them or document the workaround Days 61–90: Build the Department Present a department-by-department budget structure, with an owner and a review cadence for each Present a staffing and hiring plan. This stops being a department of one starting here Document the core workflows well enough that the books stay clean when this person is out Deliver the first full finance scorecard (cash position, AR aging, close days, budget variance) ready to run alongside the other department scorecards The Bottom Line If you want a job where the systems already exist and your only move is to not break them, there are easier jobs out there, and quieter ones. But if you want to build the department that becomes the financial backbone of a growing company, get real authority on day one, and get paid like the stakes are real, you've found the seat with your name on it. Apply today, be ready for the assessment, and let's build something that lasts.