About This Role
GWY is hiring a hands\-on Controller to own finance for a growing equipment business. You report directly to the President, manage one Billing \& Credit Specialist, and work alongside our fractional CFO. You will not inherit a large accounting department or finished systems. You will build them.
The primary expectation is accurate financials by calendar day ten every month. Right behind it, line\-of\-business reporting that shows where GWY makes money, where it consumes cash, and where it should invest next.
ABOUT GWY
GWY sells, rents, services, and calibrates bolting equipment used in structural steel construction, and provides technical training. Our equipment helps ensure that the bolted connections holding bridges, buildings, and industrial structures together are installed accurately and safely.
Founded in 1975, GWY is still second\-generation family\-owned. We are executing a multi\-year growth plan built around geographic expansion, fleet investment, training, and service.
WHY THIS ROLE
This is a chance to own a complete finance function rather than one narrow piece of it. The work spans month\-end close and reporting, perpetual inventory and purchases clearing, rental fleet and fixed assets, billing and collections, cash forecasting and treasury, banking and covenant reporting, multi\-state sales and use tax, budgeting and capital planning, and line\-of\-business profitability. At a larger company those responsibilities sit in four different departments.
You also get authority over the systems behind the numbers. The close calendar, reconciliation standards, inventory controls, allocation methodology, management reporting, and planning cadence are all yours to design and implement.
Because GWY is privately owned and run by a small leadership team, decisions happen close to the work. You will have direct access to the CEO and the President, real visibility into operations, and the ability to influence decisions without layers of approval.
We will not promise a future title or an artificial timeline. The person who builds this function well will be positioned to take on broader leadership as the company grows.
WHAT YOU WILL DELIVER
Financials by business day ten
Publish and operate against a close calendar: calendar day twelve by month three, calendar day ten by month six, and at least eleven of twelve monthly closes on time thereafter. The monthly package includes P\&L, balance sheet, cash flow, key metrics, line\-of\-business results, and commentary explaining the drivers.
Line\-of\-business reporting leadership can trust
By day 180, each major business stream carries its own revenue, direct costs, contribution margin, allocated overhead, and operating result. The allocation method must be documented, consistently applied, and approved by the CEO and/or President.
Reliable inventory and fleet reporting
Perpetual inventory reconciles to the general ledger. Purchases clearing and in\-transit inventory are reviewed, and differences are investigated and resolved. The rental fleet register is complete unit by unit, with cost, depreciation, transfers, and disposals recorded accurately. Fleet utilization and return on capital are reported monthly.
Cash without surprises
Maintain a rolling 13\-week cash forecast, updated weekly. By month six, the week\-four projection should land within ±10% of actual. You will surface liquidity needs and covenant risk early, build capital commitments into the forecast, and make sure payments follow dual\-authorization requirements.
Strong billing, budgeting, and compliance
Working with the Billing \& Credit Specialist: work orders invoiced promptly, rental revenue cut off correctly, and overdue unbilled work assigned to an owner and a resolution date. Payroll data, technician hours, overtime, and commissions, compiled and submitted on schedule. The AR and AP subledgers closed by day two, the unbilled work schedule prepared for you, and inventory reconciliation supported from the billing side, so the close starts on time rather than waiting on subledger cleanup. You also own the annual operating budget and fleet capital plan, monthly budget\-to\-actual analysis, pricing and margin analysis, capital expenditure modeling, sales and use tax compliance, insurance renewals, and covenant and lender reporting.
A function that can operate without you
Document recurring processes and set clear responsibilities, deadlines, and expectations for the Billing \& Credit Specialist. A practical measure of success: around month nine, you should be able to take two weeks away while essential finance processes keep running.
WHAT YOU NEED
Required
- Six or more years of progressive accounting experience
- At least two years owning a complete month\-end close
- Hands\-on experience preparing reconciliations and posting entries
- Experience reconciling perpetual inventory to the general ledger
- Experience maintaining a fixed\-asset register, including transfers and disposals
- Strong Excel and accounting\-system skills
- A record of meeting committed reporting deadlines
- Willingness to communicate problems early and directly
We are looking for someone who has personally performed the work, not only reviewed work completed by a larger team.
Helpful, but not required
Equipment rental or dealerships, industrial distribution, field service operations, rental or field service software, multi\-state sales tax, ERP implementations, banking and covenant reporting, fleet accounting. A CPA is useful but not required, direct inventory and fixed\-asset experience matters more here than public accounting pedigree.
PROBABLY NOT A FIT IF
- You have not posted an entry or built a reconciliation in years
- You want mature systems handed to you
- You prefer to delegate detailed accounting work
- You are uncomfortable operating with incomplete information
- You do not want to explain or defend your methodology
A significant part of the first year is deciding how things should be measured, implementing the process, and improving it as the company grows.
HOW WE WORK
Own the result. You will be trusted with decisions and accountable for what happens next.
Act with urgency. We favor action over prolonged discussion. Day ten means day ten.
Be direct and respectful. Bad news should travel quickly and upward.
Ask questions. Curiosity is engagement, not weakness.
Focus on what matters. We cannot do everything at once, so priorities have to be clear.
We take the work seriously and ourselves considerably less so.
WHAT SUCCESS LOOKS LIKE
First 90 days
Close calendar documented and operating. Balance sheet accounts reconciled or on written remediation plans. Inventory, fleet, cash, billing and reporting risks assessed, with findings and recommendations delivered to the owner.
By day 180
Financials delivered by business day ten. Inventory and fleet records reconciled. Line\-of\-business reporting in production. Weekly 13\-week cash forecast operating.
End of year one
Budget and capital plan actively used by management. Covenant reporting accurate and early. Finance processes documented and repeatable. The owner can decide which business line to grow, and where to invest, from reporting rather than instinct.
HIRING PROCESS
About three weeks: a conversation with the CEO and/or President, a paid two\- to three\-hour practical exercise, interviews with the CEO, President, fractional CFO, and Billing \& Credit Specialist, then reference calls with former managers. Finalists see the material compensation and employment terms before an offer is made.
Pay: $60,000\.00 \- $80,000\.00 per year
Work Location: Hybrid remote in Greenfield, NH 03047