Job description

This position will lead and manage multiple tax engagements to deliver top-quality tax services to our clients. Specific responsibilities include:

Review and/or prepare federal and state returns for exempt organizations.

Build new and existing client relationships and demonstrate knowledge of client affairs.

Assist clients with challenging tax compliance issues.

Prepare internal memoranda, written correspondence/guidance, and other documents for distribution to clients.

Train staff, review and evaluate their work.

Manage multiple clients, budgets and production goals.

Experience and Attributtes

Bachelor’s degree in accounting required.

CPA Certification required.

3+ years prior experience in public accounting tax experience.

Significant supervisory experience (2 years plus).

Experience preparing individual, business, and exempt organization tax returns.

Strong accounting and analytical skills.

Strong computer capability: proficiency in Tax software, Excel, Word, and Adobe.

Excellent interpersonal, oral and written communication skills.

Detail oriented & ability to multi-task.

Key Words: Tax, manager, CPA, federal tax, state tax

http://finance.yahoo.com/news/houston-unstoppable-why-texas-juggernaut-125536748.html

http://www.careerbuilder.com/Article/CB-3263-Job-Search-Strategies-5-Secrets-to-Working-With-a-Recruiter/?siteid=cb_handle&app_data=%7B%22pi%22%3A%2239694_1369144192_1004062715%22%2C%22pt%22%3A%22twitter%22%7D

Diane Delgado LeMaire |　Area Director, Executive Search & Branch Manager | Creative Financial Staffing, a division of Fitts, Roberts CPA Firm | 5718 Westheimer Suite 800 | Houston, TX 77057 |713-490-6003 | dcd@fittsroberts.com|

• Accounting Degree
• Excel
• Prepare financial entries and analyze account information
• Maintain accounting controls
• Reconciles accounting discrepancies
• Prepare financial reports
• Assist with month end close

dcd@fittsroberts.com

 

The Accounting Supervisor will work closely with 4-5 senior/staff accountants to perform and supervise all day to day accounting functions, manage the monthly close process and provide assistance to the Controller in preparing consolidated monthly, quarterly and annual reports.
The supervisor should ideally have in-depth knowledge of Great Plains accounting software and Management Reporter to perform day to day functions, implement additional GP modules and leverage GP applications for continuous improvement in accounting and reporting processes. The supervisor will also help in special projects and managing the annual audit process.

Key Position Requirements
Strong monthly reporting, consolidated financial statement preparation knowledge.
Candidate should be a team player with experience in supervising and training staff accountants.
Experience in corporate accounting department for 5-7 years is a must.
Accounting Degree, CPA a plus

Email: dcd@fittsroberts.com

http://www.fordyceletter.com/2013/05/03/temp-workers-account-for-almost-20-of-aprils-165k-job-growth/?utm_source=The+Fordyce+Letter&utm_campaign=7aafa14c17-why-0-unemployment-is-good-for-your&utm_medium=email&utm_term=0_346d7853c3-7aafa14c17-287675665#more-10819

 

Position Summary:

• Prepare and review state and federal income tax returns for S corporations, partnerships, private foundations, benefit plans, trusts, and individuals.　
• Prepare and review information returns, quarterly tax depletion/depreciation and income estimates, unaudited financial statements, and tax return workpapers with complex Excel spreadsheets.
• Research various state and federal income and franchise tax issues, communicate with tax authorities.
• Analyze capital expenditures for tangible/ intangible characteristics and expense versus capitalization issues.

 Qualifications

• Minimum of BBA in Accounting with CPA.
• Masters in Tax or Professional Accounting preferred.
• Minimum 1 year experience with public accounting experience preferred.
• Strong knowledge of basic tax accounting and principles, partnership and S corporation taxation, state income/franchise tax required.
• Knowledge and experience in oil & gas a plus
• Must be proficient in Excel, Word, and tax return software (Ultratax a plus).

 dcd@fittsroberts.com

 

Running daily reports from our collections system in order to create invoices and reports to send to clients

• · Recording and reconciling A/R and following up with clients on discrepancies
• · Recording wires sent to clients
• · Bank reconciliations (approx. 40 bank accounts)
• · Working with other staff accountants and accounting clerk to ensure all transactions are properly recorded
• · Assisting with other monthly close items and financial reporting
• · Special projects as needed

dcd@fittsrobrerts.com

Responsibilities:

• Day to day duties will include cross training with A/R and A/P functions, as well as inventory adjustments
• Preparing monthly sales tax returns
• Month-end closing procedures, including production of monthly financial statements
• Account reconciliations
• Monthly and quarterly bank reporting procedures
• Assisting the CFO with various projects as needed
• Assisting with IT issues including troubleshooting and managing third party IT support

Qualifications:

• B.S. in Accounting or related degree, CPA a plus
• 6 – 8 years of related experience, including experience in manufacturing
• Hands on IT experience
• General ledger experience

Other Desired Skills:

• Team player
• Works well independently
• Strong written and verbal communication skills
• Professional demeanor with the ability to interact with executive management

Versatile employee with the ability to wear many “hats” within the organization

The Top 10 Mistakes Hiring Managers Make

by

Nicole Cox on April 3, 2013, 2:05 am

http://www.fordyceletter.com/2013/04/03/the-top-10-mistakes-hiring-managers-make/

It takes two to tango, but only one to tangle things up. Here’s my list of the top 10 mistakes hiring managers make during the candidate courtship:

1. Damaged goods? —

Plenty of good talent was downsized during the recession, through no fault of their own. More important is what the candidate has been doing with that time off — it might be an eye opener. For example, a hiring manager looking for business development talent may discover that a candidate has been launching an online side business, demonstrating exactly the kind of entrepreneurial spirit the job requires.

2. Talking too much –

Sure, hiring managers should talk about their expectations, management style, etc. But it’s just as important for them to listen, and then probe deeper based on the answers they hear.

3. R-E-S-P-E-C-T –

　 I’ve heard stories of hiring managers (HMs) arriving late to in-person interviews and even no-showing for phone interviews. HMs are busy, just as we all are, but even a small slight can send the wrong signal.

4. Scare tactics –

This amounts to self-sabotage. Every job has challenges, but there are ways of framing that information. I’m not saying HMs shouldn’t be up front, but they shouldn’t talk the candidate out of accepting!

5. Love ‘em or leave ‘em, but don’t lead ‘em on –

Pretending to be interested after the interview just to avoid being uncomfortable is spurious and, well, chicken. In fact, a couple of nuggets of feedback could prove to be golden for a candidate. For example, you might say, “Thanks for coming in, but I’m looking for someone with a stronger background in continuous improvement.”

6. What’s in it for them? –　

Most HMs are quick to list what they need in a candidate, but they also need to be able to explain why the position is a good fit for the candidate.

7. Show me the money –

Some HMs think that as long as they know the salary range and the candidate’s salary history, they have enough to justify a low-ball offer. But hiring is a market transaction, and HMs need to consider market data as well.

8. Wouldn’t you like to know? –

– Don’t ask, “What year did you graduate from college?” That’s right: it opens the door for accusations of age discrimination. Encourage HMs to represent their company with professionalism, and also to be aware of legal and risk management issues in interviewing and recruiting.

9. Too many dates and too little commitment –　

That is a sure way to kill interest. HMs may want multiple people to interview a candidate, but they should try to schedule them all on the same day.

10. You said you’d call –

If there is an unavoidable delay between the offer and the start date, HMs need to keep a new hire engaged. Recommend that the HM invite the candidate to a team event, or to meet for lunch.

Nicole Cox is Chief Recruitment Officer for Decision Toolbox handling all corporate recruiting operations including quality, training, sourcing and advertising functions. She also serves as functional liaison between clients and Decision Toolbox’s technology and delivery teams to design and implement best practice strategies. Nicole began her recruiting career in 1996 as co-owner of The Group Real Estate/Mortgage. She worked for for several recruiting firms, including another venture of her own, which focused on the medical device, biotech, and pharmaceutical sectors. Founded in 1992, Decision Toolbox provides recruitment solutions for a 7% cost per hire on average. DT is recognized as a “Thought Leader” by organizations such as SHRM, PIHRA, and the NHRA, and was awarded the Alfred P. Sloan Award for Business Excellence in Workplace Flexibility in 2009, 2011 and 2012. DT is a Women’s Business Enterprise National Council (WBENC) certified company, the Gold Standard.

Diane Delgado LeMaire |　Area Director, Executive Search & Branch Manager | Creative Financial Staffing, a division of Fitts, Roberts CPA Firm | 5718 Westheimer Suite 800 | Houston, TX 77057 |713-490-6003 | dcd@fittsroberts.com| Blog| Twitter| LinkedIn

http://www.bizjournals.com/houston/feature/these-are-the-100-highest-paying-jobs.html?page=all

This oil and gas company is targeting someone with strong analytical and leadership abilities to join the team. 　They’d like someone who can become the manager in the next 2 years, and historically, have a great reputation for promoting from within. 　 Here’s a brief description:

Job duties:

• Analyzing depreciation, capitalized interest and projections, preparations of cost summary reports
• Prepare reports for various business units, internal management, and executive management
• Handle projects from start to finish with minimal supervision

Experience

• Bachelors in Accounting, MBA ideal
• 5+ years in a similar role, ideally with an oil and gas company

Think you might be a fit or know someone that is ready for the challenge? 　

Strong, recession-proof company is growing and creating opportunities! 　This is a staff auditor role that promises solid opporutnity to learn and grow. 　This company is notorious for promoting from within and allowing individuals to explore other areas of accounting and finance, should you choose to do so. Know someone that might be a fit? 　

Job Responsibilities:

• Successfully preparing for and performing operational audits based on policies & procedures, financial best practices, SOX internal controls and overall operating efficiencies.
• Successfully documenting and testing the control environment for Internal Controls over Financial Reporting to ensure the Company’s SOX compliance.
• Identifies factors causing deficient conditions and provides constructive, economical and practical recommendations.
• Assist in the evaluation of internal control findings to determine the effectiveness of the Company’s internal control over financial reporting.
• Assisting with the completion of process improvement focus reviews, special investigation/fraud audits and/or any other specially assigned project.
• Upon gaining experience will participate in training of newly hired team members.
• Work with external auditors as deemed necessary.

Requirements

• Bachelor’s degree in Accounting or Audit.
• At least 1-3 years audit experience in operations and financial statements.
• 33% travel is required.
• SOX experience with both documenting and testing internal controls.
• Current CIA/CFE certifications, public accounting and consulting experience a plus.

 

Solid company in the oil and gas industry is looking for a Senior Accountant to join the team. The ideal candidate will have:

• public accounting experience and/or a mix of public and industry experience.
• Degree in Accounting (must)
• MBA or CPA – either attained or in progress – huge plus.
• GAAP technician, strong analysis capabilities
• special project skills and process improvement ideas

 

At the end of the interview when you, the interviewer, ask the candidate, “Do you have any questions for us?” it’s often hard to know what to expect. Will the candidate ask a couple of superficial questions just to be polite, or will he or she ask deep, probing questions?

If a candidate appears to be simply going through the motions at this point, this is often a sign of a candidate who is not fully engaged with your brand and the hiring process. On the other hand, a candidate who probes and asks questions of substance is a more engaged candidate. The person is trying to form a picture of your business to see if it is the right cultural fit, job fit, technical fit and career fit for him or her. This more discerning approach is likely to be taken by the best candidates. But, what questions are these more engaged candidates likely to ask and how should you respond?

Below, I have set out seven interview questions that great candidates might ask and given some suggested responses.

1. Why did the previous job holder leave?

The candidate wants to know the fate of the former job holder, that is, was he or she fired, promoted, or did the person resign—and your answer will have a great bearing on the viability of the role for the candidate. Of course, if the former job holder was promoted, shout it from the rooftops, as it shows career progression potential in your firm. If the worker resigned amicably to broaden his or her horizon, explain this too.

If it was an aggravated resignation or dismissal you might want to prepare an answer along the lines of:

The candidate and the role did not prove to be a good match and despite us both working together diligently to rectify the situation, it did not work out and we unfortunately parted ways, which is not something we relish as we want all our employees to succeed. We followed all the correct procedures and best practices and wish them well in their career.

This shows that you can handle the ups and inevitable downs professionally and should reflect well on your business. Fudging or fogging this response will make top candidates suspicious.

2. What are the training and development opportunities?

A PwC study tells us that one of the main reasons that people leave businesses is due to a lack of career progression. Candidates know that training and development improves their skills and increases their chances of career progression; so, top candidates will want to know about training and development opportunities. Make sure to respond in detail, explaining your formal and informal training and development opportunities. Also explain how candidates can access this training. If training budgets are small, focus on how your business uses coaching, mentoring, experiential learning, stretch assignments and job rotation to train staff.

3. What is the career progression potential at your business?

Top candidates want to progress, so explain where internal roles are advertised and how they can apply, and describe one or two employees who have started low and progressed through the business to really demonstrate career potential in your firm. If you are a smaller business lacking formal role-based, career progression, explain how candidates can grow and increase their responsibilities and salary in your firm.

4. What is the company culture at the business?

Culture fit is key today, not just from the employer side. Top candidates want to work in a positive culture that they respect and is line with their values. So explain the values by which employees and managers operate in as positive and as honest a light as possible. Make sure it’s not too glossy (unless it truly is perfect!) as it won’t sound credible; so, you might want to outline one or two areas for improvement too.

5. What is your personal management style?

Studies show that one of the main reasons that employees leave and fail to meet their performance goals is a lack of rapport with their direct line manager. Good candidates know that it is important to gel with their line manager. So be open and honest about your management style, e.g. hands on/ hands off, or democratic/authoritarian etc., so the candidate can make an informed decision about his or her potential fit.

6. How do you plan to deal with changes in the market?

The best candidates will be commercially minded and will have SWOTTED up on your business model. They will know the strengths, weaknesses, opportunities and threats in your business area and will want to know how your business is planning to address them. You need to show that you are a strategically led company that can adapt to the environment by outlining how you plan to address any known weaknesses or risks to your business and/or how you plan to exploit emerging opportunities.

7. How do your employees wind down?

All employees who work hard and smart know that they need time to wind down to sustain performance and health over the long term. You don’t want to give the impression of supporting a workaholic environment, so, of course, explain how you value employee health and talk about your wellness programs and commitment to work-life balance.

http://www.recruiter.com/i/7-questions-great-candidates-ask/