Director of Finance

Financial Accounting & Control： · Best practice financial accounting processes in a robust control environment · Overall management of the accounting records and financial reports of the hotel ensuring compliance with company, owner, statutory and fiscal requirements and timetables. · Where applicable the above must include the accounts for Hilton’s branch or subsidiary. · Ensure that the balance sheet is a fair reflection of the assets and liabilities of the hotel. The balance sheet must be regularly reviewed and reconciliations performed of all accounts. · Ensure compliance with the management agreement with Hilton, and any Owner / Lease agreement. · Maintain a focused system of internal controls, which will provide effective and efficient control over the hotel assets, liabilities, revenue and costs. Ensure compliance with company policy. · Maintain control over the Hotel’s assets, liabilities, income and expenditure on behalf of both the Operator and Owner and provide management, leadership and accountability for the financial performance of the hotel. · Ensure legal and tax compliance and that adequate insurance cover is maintained. Manage the pension scheme, where applicable, ensuring that adequate accounting, actuarial and legal controls are in place. · Ensure valid permits and licenses have been obtained for such matters as importation, currency transfers and hotel operations (bars, clubs, casinos etc.). Take responsibility for the safekeeping and updating of all leases and contracts, which may affect the financial status of the hotel. · Liaise and co-operate with both Internal and External Audit. Ensure that an effective programmed of in-hotel audit is in place and that corrective action is promptly taken where required. Give particular emphasis to ensuring that all revenue is captured. Make use of a monthly control checklist. Conducts interim self-audits as required. · Develop best practice financial accounting and control procedures. Financial reporting and control to be areas of continuous review and development with the aim of maximizing both impact and efficiency. Management Reporting： Focused, innovative and balanced reporting that stimulates management action · Develop high quality management information and performance measurement that is timely, accurate. Reporting should be thought provoking and action oriented. · Implement reporting that incorporates benchmarking, identification and measurement of key performance indicators, and use of the balanced scorecard. Reporting should not only look to historical performance within the hotel, but also outwards and forwards. · Ensures corporate reporting is timely and accurate. Ensures that all corporate reporting is internally consistent and that, inter alia, Datalink report, Pro-plan system, management reports, trends of operation reports, incremental conversion reports, profit and loss statements, balance sheets and cash flow reports reconcile to the trial balance. Maintains proof of such reconciliations which are conducted each month. Business Support： Provision of the highest standards of financial and commercial support to the Business · Support and advice on financial matters to the General Manager and to the hotel team, including the interpretation of financial data. · Review management information for the hotel and make proposals for the General Manager for value added initiatives. Where appropriate, play the “Devil’s Advocate” to challenge practices and proposals. · Provide financial skills to support business development initiatives Information Technology & Systems： Optimize the use of I.T. within the finance department to improve efficiency and information · With Project Managers, support the implementation of financial and related systems in the hotel. · With the ISM ensure proper use and maintenance of financial systems, including adequate security and back-up procedures. · Acts as the guardian of the integrity of data flowing into the accounting system. Ensures that control process is sound in systems that interface directly or indirectly with the accounting system. Works with colleagues to ensure that errors are corrected at source and processes amended as required to eliminate rather than correct errors. · Continually develops the usage of financial systems to ensure the highest levels of management reporting, processing and staffing efficiency and thereby return on investment. Investment Optimizing returns on capital investment · Utilize project evaluation techniques to assist in directing investment to those projects which optimize returns for the projects. · Prepare the annual capital plan and direct implementation of this plan, ensuring funding and necessary buying (e.g. Owners) are in place so that the note can be kept at the highest possible standard. · Prepare and review the AFE, ensuring financial accuracy and sound commercial and business judgment is applied to the process, and that authorization is obtained prior to commitment of the hotel to expenditure. · Perform post investment audit on major capital investments. Communicates results of post investment reviews within the management team and ensures actions are taken to learn from such results and maximize returns. · Ensure compliance with HI capital policy. Maintain proper control and recording of project spending. Looking Ahead： Operating against meaningful strategic plans and budgets with accurate forecasting · Take a support role to the General Manager in hotel strategic planning. Emphasis on Master-Planning and “thinking outside the box” to identify value opportunities. · Manage the formulation, review and approval process for budgeting within the hotel. · Ensure a regular cycle of forecasting takes place within the hotel with content and detail appropriate to the needs of the operation. · Provides alerts to senior management and to the Area/Regional office via regular forecasts, outlook reports or via ad hoc reporting concerning positive or negative trends in the business. Works with colleagues and the General Manager to ensure consistency and accuracy of communication regarding future trends in the business. AVOIDS SURPRISES. Investment in People： Ensuring the best person in each job, in an environment of continuous development · Recruit and retain the best people for the job. Make good use of succession planning to develop and replace individuals effectively. Establish and maintain good employee relations within the Finance Department. · Aim to maximize efficiency in the accounting department. We should aim for optimum staffing levels by joining and leveraging Nanjing FSSC. Recognize that a highly organized Accounts Office is often a sign of effective management. · Develop the effectiveness of the hotel finance function through the ongoing training and development of the team. Lead and motivate the team to high levels of performance. · Ensure you manage specific measurable objectives. Give regular feedback including appraisals. · Both the Director of Finance and Assistant Financial Controller should have a personal development plan. · Provide training to enhance the financial skills of the Management Team as a whole. Utilize tools such as Hilton University & Hilton LEXUE. Cash & Working Capital： Optimize cash position in an environment of tight control · Minimize the level of working capital, with particular emphasis on the management of debtors, and receivables. · Maintain accurate cash flow forecasts for at least one year ahead, and ensure adequate notice is given to Hilton, and to Owners, of any future cash requirements. · Ensure full reconciliation of all bank accounts on a weekly basis. The highest standards of control must be always maintained over all cash and bank balances. · The role of the Director of Finance is to establish robust credit control and credit management policies with the General Manager and the Commercial Director within the guidelines set out by Group policy and following best practice principles – once established the Commercial Director applies such policies and controls. · It is the responsibility of the Director of Finance to ensure that controls over accounts receivable are being applied correctly and to take action to rectify any problems identified if they are not. · The Director of Finance must review all accounts receivable with the Commercial Director monthly and ensure that there are no recoverability issues. · It is the responsibility of the Director of Finance to maintain an appropriate reserve for bad or doubtful debts. Cost Management： Support the operation to optimize efficiency of the cost base · Understand and measure the cost of drivers for the hotel. Utilize innovative analysis to stimulate thought and management action. · Ensure that adequate purchasing procedures are in operation so that purchases of goods and services are made in the most cost-effective manner. · Benchmark costs against other comparable hotels. Identify cost reduction opportunities. Manage financial risks of the business. · Set an example for the hotel by operating an efficient and cost-effective finance department.

Qualifications: · Bachelor’s degree and above. Financial/Accounting major and certificate, e.g. ACCA/ CPA are preferred. · A minimum of 5-8 years of experience in finance, with at least 2-3 years in finance leadership role such as Finance Manager or Financial Controller. · Maintaining rigorous adherence to financial regulations, standards, and internal controls. · Proficiency in financial software and Microsoft Office applications. Knowledge of accounting principles, financial reporting standards, and budgeting processes is crucial. · Advance Financial capability, including strong analytical skills to interpret financial data, create forecasts, and develop budget plans. · Good verbal and written communication skills are required. · Fluent in written and spoken English