Recent Portfolio

August, 2010 – Develop slides, handouts with examples, and an outline of two on-site presentations at client facilities. Create a dictionary of USG procurement terms and acronyms, as a reference guide for attendees implementing new policies and procedures, in anticipation of their first CPSR.

July, 2010 – Offer industry information and DCAA perspectives to a client encountering their first DCAA audit. The small business with substantial commercial contracts submitted its first cost proposal, with only competitive, fixed price contracts preceding that. Guide development of adequate, traceable supporting documents after proposal submission. Prepare the Accounting Manager for what to expect and translate commercial-manufacturer language into DCAA-objective wording.

July, 2010 – In compliance with the RFP, draft a cost proposal as a basis for both proposal submission and the emerging Estimating System of a new, small business prime contractor. “Walk” the President through travel (departure, destination, and number of trips; number of people, etc.), segregate independent consultants from subcontractors (advising the client of appropriate support for each), explain calculations for direct labor rates, and develop detailed accounts and projected amounts for the new, indirect pools.

June, 2010 – Recommend setup of employee and independent contractor labor, including comparative sources of proposal pricing for a non-profit contractor. Suggest specific accounts in the indirect expenses section of the Chart of Accounts, and methods of supporting projected dollars for them. Guide executive management through calculations (and auditable support) for the Indirect Cost Rate and job-cost budgets.

April through July, 2010 – Design a Travel Reimbursement and Business Meeting form (with draft procedures – especially for calculating M&IE), develop a detailed P&L section of the Chart of Accounts (with each indirect pool segregated, even if currently combined), and assist with client-specific challenges (from payroll journal entries to overtime on USG-funded jobs with no paid overtime on IR&D jobs).

April, 2010 – Advise a construction business with its first USG-funded contract how to distinguish between direct (Cost of Goods Sold) costs and indirect (pools) expenses. Consult as a reference source on several specific, complex questions for this unique job, unlike other jobs for the company.

March through July, 2010 – Consult as a reference source on specific practices, related to newly drafted purchasing policies and procedures. Assist with matrices, flowcharts, and other graphical displays to consolidate purchase order requirements by dollars and other attributes. Review and provide feedback on client management’s revisions and additions to policies and procedures.

March through May, 2010 – During an on-site visit, evaluate and help correct accounting practices geared toward priced customer invoices without accurate and complete job costs. Draft policies and procedures for a DCAA-approvable Accounting System. Create a new general ledger, including a Chart of Accounts that segregates different indirect pools per the ICE model. Help client initiate accrual accounting, including expensing PTO as earned, not taken, and a logical process for closing the books. Explain and suggest (travel) per diem procedures. Recommend changes to record general supervision in overhead, but program management in direct labor. Enter sample transactions into the new general ledger, in order to point out non-compliances and offer remedies. Set up a spreadsheet template for indirect rates. Coach Operations management on allowable versus unallowable expenses. Draft a Desk Guide to assist day-to-day strengthening of the Accounting System.

February, 2010 – Consult with a family-owned, small business. Explain calculations for supportable, fully-burdened price per hour rates, especially for the two owners. Explain and show sample calculations for indirect costs, in anticipation of a DCAA audit. Discuss segregation of unallowable accounts in the general ledger. Help executive management with calculating and supporting labor overhead, especially for the two owners.

January, 2010 - Guide a small business through potential exceptions and corrective changes to prepare for DCAA approval of the Accounting System.