Open items and risks

To Steve Song, Mike Mikos, Caitlin Aleman, and Dana Nato. Steve in particular is a high-touch CFO relationship and will notice if this isn't done proactively.

Confirm whether his involvement continues post-departure or whether Betsy fully absorbs it. Get this in writing so there is no gap at the next debt reconciliation.

The two-entity structure creates a coordination risk if responsibilities are only understood informally.

The GL labor reclass, bonus accrual, and in-house maintenance allocation were all mid-transition when recorded. Confirm who is currently booking each before assuming.

With a deadline on every upstream step, so the Wednesday prelim deadline is never at risk from a missed dependency.

Needed to resolve whether NYC Dave's locations owe CRT. See NYC Commercial Rent Tax.

Coordinate with Mike and Steve: obtain the specific list of additional items that will now be counted, quantify the currently perpetual balance (illustrative estimate discussed: ~$180,000–$182,000), and plan the transition including likely unit-of-measure cleanup. See Inventory review.

Follow up directly with Mike. No adjustment has been recorded on the RRS side since Period 2 this year, versus the prior practice of adjusting monthly for both concepts. Cadence is also in transition toward quarterly — confirm which applies.

The client rolled out new policies effective in March intended to reduce cost but had not sent the full breakdown of new policy terms. The prior period's reconciliation was left unfinished for this reason. See Prepaid insurance.

The team was roughly a period behind on getting one of these adjustments fully discussed and resolved with the client. Note a credit-back adjustment already hit Q1 and Q2 of this fiscal year — don't assume Q1/Q2 activity is representative.

A substantial holdback from a prior acquisition remains outstanding. The seller has cited unspecified items they intend to net against the balance before releasing it. No PBI action pending absent further information — continue monitoring each period for movement.

Investigate using the marketplace-facilitator adjustment calculation as the starting point, and document the store-level driver once identified.

Confirm final resolution and that the related vendor credit was applied rather than left open.

Finalize the new-store rent accrual and the related Intacct location/account setup change, including the go-forward account/location code.

An open conversation with Mike about writing the preventive-maintenance vendor rebate off to expense directly rather than tracking it as a receivable, given the small dollar amounts (~$600 per six-month cycle per location) relative to the tracking effort. Not finalized — confirm current treatment.

Roughly 4 hours of post-implementation time was outstanding to be paid. Confirm status and whether a block-hours billing arrangement was adopted.

Several accounts in the data-to-account matrix are flagged (confirm). Pull the current Intacct chart of accounts and complete these before relying on the matrix for training or review.

A work paper is needed showing exactly which items are excluded from counting and the logic behind the exclusion, so items can move to counted status cleanly rather than being reconstructed from memory.

Evaluate moving to a rotating weekly cycle instead of completing all balance sheet reconciliations at period end. A Jonah/Jeff initiative — not yet implemented.

An at-a-glance companion covering what needs to be done, when, and where each schedule's data comes from. In progress with AI assistance.

Actively-used Intacct location groups are being annotated in their Description field with why they exist and which reports rely on them, so a new reviewer doesn't have to reverse-engineer old naming conventions.

Approximately four items, at the next quarterly review.