Course program

Module 1
Introductory module and bonuses.
Company finance (basics) - 15 mini-lessons in the record.
MS Excel in 4 hours - a mini-course in the recording.

Module 2
Workshop "Financial Fact".
6 weeks, 13 lessons, 3 online meetings, exam.
The task of the workshop is to compile the management reporting of the company.

Module 3
Workshop "Financial plan".
3 weeks, 6 lessons, 1 online meeting, exam.
The objective of the workshop is to financial model and financial plan of the company/project.

Module 4
Workshop "Financial analysis".
3 weeks, 7 lessons, 1 online meeting, exam.
The task of the workshop is to find opportunities for the growth of the company's profits, to identify financial risks.

Module 5
Project protection.
The task of the workshop is to protect the real case on which the practice was performed.

Who is leading?

Snezhana Manko
financier, Ph.D., FCCA methodologist and key expert of the school

Graduate of the Financial University under the Government of the Russian Federation, practicing consultant in the field of financial and management reporting, business process automation (over 12 years of practice in large, medium and small businesses. Including projects in companies: Russdragmet, United Aircraft Corporation, Rostec Corporation, Ruscomposite, Veles Capital, Medsi, Megaplan, Alpina Publisher, etc.).

Co-founder and methodologist of the FIN-SKILL.RU project - school of finance and financial managers. Candidate of Economic Sciences, holder of international qualification ACCA (Fellow member).

Lecturer and business coach on the topic of finance - more than 5 years (including in universities and training centers). In the past, he was the editor-in-chief of the journal “Corporate Financial Statements. International Standards”.

Oksana Komarova
Expert practitioner in taxation, management reporting, business process automation (small, medium and large businesses - over 17 years of experience)

Yana Boyko
Leading business coach and practicing expert in the field financial management and analysis, budgeting, management accounting, IFRS

Education

In 2006 she graduated from the Financial Academy under the Government of the Russian Federation. Economist with a degree in Accounting, Analysis and Audit.

2009 defended her thesis at the Postgraduate School of the Financial Academy under the Government of the Russian Federation. Candidate of Economic Sciences. Specialty 08.00.12 - "Accounting, statistics".

In 2012 she completed her studies in the full ACCA program. Membership Diploma. (The Association of Chartered Certified Accountants, Member).

Diplomas. Certificates. Certificates

1. Diploma of higher education
2. ACCA Diploma in International Financial Reporting (DipIFR)
3. ACCA membership certificate
4. Certificate of honorary member of ACCA
5. Certificate of professional accountant - financial consultant
6. Certificate in Financial Statement Transformation
7. ACCA Training Certificate (DipIFR)
8. Certificate of professional development in 2009
9. Certificates of advanced training in 2008
10. Certificate of the program "Russian Intellectual Resources"
11. Certificate of publishing house Who is Who (Switzerland) on the inclusion of a biography in the collection Who is Who in Russia

Field of activity

An expert in the field of financial and management reporting, IFRS reporting, business process automation (more than 10 years of practice in large, medium and small businesses).

Editor-in-Chief of the professional journal and system Finotchet.ru., has many publications on the preparation of financial statements under IFRS and management reporting.

Lecturer at the Financial University, University of Economics, Statistics and Informatics, Institute of International Accounting and Management Standards. Author and presenter of educational webinars and corporate trainings.

Professional experience

in the field of accounting consulting:

Accounting outsourcing in full, personalized accounting, funds, statistics. Client consulting. Participation in audits and projects to restore and set up accounting, optimize taxation. Work as chief accountant, financial director. Branches: services, trade, production, construction.

in the field of IFRS:

Projects on transformation, introduction of parallel accounting, audit of statements in IFRS format. Transformation in full. Writing and defending reports. Development and implementation of methods of transformation and consolidation, parallel accounting. Industries: manufacturing, services, insurance, banks, trade, investment companies, aviation.

Snezhana Manko

How to Tidy Up Your Company Finances: A Practical Guide for Small and Medium Businesses

Editor D. Salnikova

Chief Editor S. Turco

Project Manager M. Shalunova

Cover design Y. Buga

Correctors E. Aksenova, N. Vitko

Computer layout M. Potashkin

© Snezhana Manko, 2018

© Alpina Publisher LLC, 2018

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Copying, reproduction and other use e-book, its parts, fragments and elements that go beyond private use for personal (non-commercial) purposes, without the consent of the copyright holder, is illegal and entails criminal, administrative and civil liability.

When after working with big companies, where business processes are built and automated, financial management methodology is built up, where teams of strong financiers, consultants, auditors work, where is the question “How to increase EBITDA?” causes not laughter, but real concern of top management, I immersed myself in the finance of medium, small and small companies, and found that it cannot be called finance. Rather, financial chaos or lack of financial management, financial management and even the most elementary financial accounting.

At first I thought that this was probably an isolated case. But ... one company, then the second, the fifth, the tenth, the fiftieth, about a hundred companies (revenue from 0.3 to 30 million rubles per month, the number of employees from three to one hundred and fifty, areas of activity from one to twelve), with which I managed to work in recent years on financial modeling, financial analysis, business automation, implementation of accounting systems, preparation of management reporting, hiring of financial personnel, creation of financial departments, training of managers in financial literacy - everything is about the same. It became clear that the mess in finance is not a unique case, but a massive systemic error in small and medium Russian business(not without exceptions, of course).

The error is this.

1. Business owner (he, as a rule, also CEO, if we are talking about a small business) understands that the company's finances are a mess. This happens when he cannot find answers to questions:

how much profit he earned;

how much can withdraw dividends;

why we work more and more, but there is no money;

who owes us, to whom we owe;

why there is no money again and where to get it (cash gap);

what is the contribution of each employee to the result.

I’m not talking about such questions as “how much is my business worth”, “what are the assets in the business”, “how to attract funding at a low rate”, “what will happen to the result if you open new directions, launch new products, etc. etc., which many people don't think about.

2. The business owner delegates the issue of finance to a specialist (accountant, financier, consultants) in order to start counting money (a typical request is “count at least something”, or “count everything”, or “put finances in order”), without understanding what should be the output, what will be the result of solving this problem.

3. After some time, accounting, figures, separate reports appear, but the overall picture is still not visible and understandable, since there is no management reporting (a set of data for making balanced and economically justified management decisions). Also, there is still no normal financial planning, financial analysis, control and financial management, no comprehensive financial management system. In principle, it is logical, because at the previous stage there was no such request. What they asked for, they got.

The second scenario is that the system appears (especially if it was ordered from external consultants who know what should be the output and completed the task of creating the system). But the company does not start using the system for its intended purpose, uses it minimally or does not use it at all, arguing as follows: “It’s too early for us financial planning to deal with / there is no one to enter data into the system / there is no time to keep records ... ”The company is not ready. And the owner does not insist.

As a result, as there was a mess, it remained.

4. The business owner has no time to deal with finances, there are always a lot of more important things to do than study reports and approve budgets. Redesign the site, hire the head of the sales department, increase the conversion. Launch a franchise. We need to develop the business. As before - "to the touch", intuitively. And make a profit "by feeling".

Why it happens?

In my opinion, there are three reasons.

1. Lack of basic financial, economic education among business owners and managers, while finance is one of key functions in business along with strategy, marketing, personnel management, etc. This is neither good nor bad, it's just a fact. The consequence is a lack of understanding of what a financial management system is in a business, what risks its absence brings, what the numbers say and how to manage a business through indicators. Excessive costs. overall business inefficiency. Lack of control. Inability to hire the right financiers and work with them. In a winning position, those businesses in which one of the partners understands finances. They are inherently more systemic, manageable and scalable.

2. Financiers who are hired by the owners of small and medium-sized companies do not always understand what they want from them. They do not know how to manage finances due to low qualifications, lack of experience, and desire to deal with these issues. Basic Russian financial education (and I taught at several economic universities), unfortunately, does not instill a culture of thinking in the interests of business. Ask those who come to you for interviews: “What is the valuable end product of your activity? What do you give to the company? What are your performance criteria? What is the use of you as a financier? At best, you will be considered strange.

Financiers with the necessary competencies and experience are expensive. As a rule, these are people with international qualification certificates and experience in large business (consulting or the real sector). CFO for 150,000–300,000 rubles. - an unaffordable luxury for a small business, whose entire monthly profit can be comparable to these figures. An employee who costs so much in the market is unlikely to go to work in small and medium-sized businesses.

3. Lack of managerial will, which is required when implementing changes. If the manager is not up to the numbers, then they will not be in the company. If he does not want to delve into and understand this topic at least basicly, even the best financiers will not help him. Just throwing money away.

What can be done?

You can do nothing. Work as you worked, and accept the fact that with this approach you will not, at best, big business. No big company has a financial mess. Finances are under control, automated and managed. Worst case you're waiting financial crisis and bankruptcy. The faster the business develops, the larger the company becomes, the higher the price of a mistake, the more expensive uncalculated “management decisions” are.

Or you can begin to consciously understand your numbers, include this task in your personal development plan, put things in order in the finances of your business and implement it in corporate culture accounting, reporting and performance management.

• Online school theme: financial literacy
• In Accelerator from October 2017
• Number of graduates - 100 people passed the main course
• Revenue for 10 months - 5 000 000 ₽
• Profit - 1.7 000 000 RUB
• Marginality - 30-40%

In November 2017, Snezhana Manko, the first results of the online school - then she held only the first webinar. A year later, we met again. In a video interview with Dmitry Yurchenko, co-founder of ACCEL, she spoke about what indicators her online school has achieved in 10 months.

Master of Financial Management

Dmitry Yurchenko's interview with Snezhana Manko

Graduate Financial University under the Government of the Russian Federation, Snezhana Manko entered the field of online education in the summer of 2017. By this time, she had been engaged in consulting activities for several years, the main direction of which was international reporting. She worked with companies such as Russdragmet, Medsi, United Aircraft Corporation, Ruscomposite, Veles Capital.

The traditional business, as it should be, was implemented in the form of an office in the center of Moscow, a team of specialists and an established client base - many applied for services directly, on the basis of recommendations.

Business was in financial plan successful, but required the personal participation of Snezhana in all current projects. Even delegating part of the tasks, she had to keep all processes under control. At some point there was a risk professional burnout and then she began to analyze the situation.

“At some point, I thought, am I creating an asset? If so, then I can sell my business or reorganize it in such a way that it brings passive income, - she says. “But it turned out that I couldn’t do anything like that.”

The question of how to develop the company was especially acute in the first month of the new 2017, when Snezhana traditionally set about planning her affairs. Consulting by that time was so tired that I had to close the company and take a time out. “I left for a few months to live in other regions. I took on only one-time projects that were of interest to me, ”recalls the entrepreneur. But after a while, I had to return to consulting again - the demand for it from customers remained consistently high. And Snezhana decided: since companies constantly need financiers, then they need to look for ways to satisfy this need. Thus, the idea gradually formed to teach financial literacy and nurture financiers among those who are engaged in business or are employed.

What should an online school expert be like?

The secret of any online school operating even in the most exotic niche lies in only one thing - in the strong expertise of the founder. Snezhana Manko is one of such professionals. Although at first she was helped a lot by her husband, who, as a producer, took over about most of the organizational issues.

By the time the fin-skill.ru online school was launched, Snezhana was already a highly qualified specialist with a name. Not only many years of practice and a red diploma from one of the leading universities in the country worked for the image, but also an academic degree (candidate of economic sciences), an ACCA diploma in international financial reporting, numerous publications in specialized journals. Cooperation with the publishing house of business literature "Alpina Publisher" resulted in writing practical guide for small and medium businesses "How to put things in order in the company's finances". Snezhana wrote the book for only 2.5 months, but its content contains the entire 12-year consulting practice. Teaching experience was also helpful. At one time, Snezhana had to explain the basics of finance to respectable people from corporations, twice her age.

She quickly formulated the mission of her online school - to help improve the financial literacy of entrepreneurs, managers and leaders of small and medium-sized businesses in Russia.

“And the puzzle immediately came together for me, how can I do this,” Snezhana recalls. - I came to the Accelerator knowing what I wanted, so I understood the idea of ​​a niche, an audience, a goal, an expert. The toolkit itself was interesting: how to make a webinar, a product, arrange funnels”

At the same time, she wanted to recruit not one-time groups for training, but to build some kind of educational system.

Financial results of the school of financiers

Among the residents of the fin-skill.ru school there are both active specialists and people without special financial education. These are ordinary employees, including assistants, and top management, and entrepreneurs.

Snezhana managed to collect about 412 applications for the first webinar in just three days. The webinar took place in October, and 75 people took part in it, 42 made it to the end. Of these, 18 left applications. The first flow brought 471 thousand rubles. The project, according to Snezhana, initially turned out to be profitable.

Revenue for 10 months amounted to 5 million rubles, profit - about 1.7 million rubles, but Snezhana completely reinvested it in advertising. At least 100 people completed the main program - a three-month online course.

Analyzing the financial results, Snezhana nevertheless admits that consulting brought more. “But now, even with the current result, I can exit the operating system,” she adds. - And what we have done is already good. Then there is the issue of scaling. It is important that, despite the number of students, everything works.”

Competitors do not sleep

According to the RAEX agency (RAEX-Analytics), services in the field of financial management in 2017 were distinguished by increased growth rates. They added 24%, which resulted in the amount of 9.642 billion rubles. Almost every second company from the ranking provided financial advice.

Services included both traditional destinations such as developing methodologies for accounting, taxation and management accounting, and new features, including the introduction of robotic process automation. At the same time, at least half of the income in the financial consulting segment was received from work within the framework of outsourcing of accounting functions, experts say.

“Our people have learned and started to create their own products. The course is already on sale at Skladchina. I sometimes think: what to do? It was stolen from me. On the other hand, you understand what needs to be done in such a way that there is value. We say that the value is not in the content, not in knowledge, but in the system. And all the information is already on YouTube for a long time.

The online school of financiers competes with other market participants thanks to feedback, homework checking system, learning control. Business for Snezhana is creativity and expertise.

Insights of Snezhana Manko:

1. It is important to formulate the mission of an online school. It is the core on which all other ideas are strung.
2. Online school allows you to build processes more flexibly, analyze how everything works, and delegate.
3. School, book provide a certain conversion, which is formed into a request. But consulting is always relevant: people ask to come to their office and do everything on a turnkey basis. The funnel expands.
4. An expert needs to learn how to sell a product, although it is difficult to do at first.
5. When moving from freelance to entrepreneur, it is important to focus on organizing the business, business models. Small and medium consulting is always a team of experts. You depend on your personal participation in these projects, so the risk of professional burnout is high. Online school allows you to free up time.