OpenDor Media is searching for a Global Controller to lead the accounting function of a global, mission-driven nonprofit with an operating budget of approximately $20million and growing, with staff across the United States, Israel,  United Kingdom and South Africa.  

This role needs a leader and a doer. You'll set direction for a growing accounting team and work right alongside them, personally preparing core close work, reconciliations and analysis while you build the people, processes and systems around you.

It is an exciting time for OpenDor Media and the Finance & Accounting Department! We have just finished migrating to a new ERP platform, modernized accounts payable workflow and are midway through a baseline global governance and compliance review across every jurisdiction that we operate in. The foundation is built and now we need the person who makes it run like a well oiled machine. ODM is growing and evolving quickly, and so is its finance & accounting team. You'll thrive here if you like building while the work is in motion: steadying day-to-day operations, bringing a team along through change, and scaling processes and roles as the organization grows, adding discipline where it counts without creating bureaucracy.

You'll partner closely with the CFO and have real ownership of this function and how it grows.  If you like walking into a function with good bones and making it excellent, you will like it here.

What this role owns

• Lead and develop a growing finance team.  Lead, manage and hold accountable the accounting team, from setting weekly priorities, triaging incoming requests to coaching through cross-training, development and performance.
• Own the accounting, close, and financial reporting, hands-on. The general ledger and chart of accounts across all entities, a complete and reconciled close on a defined timetable, preparing reconciliations, journal entries and consolidations alongside the team, especially through peak periods like year-end; consolidated U.S. GAAP statements for nonprofit organizations, and the recurring reporting package the CEO, department heads, and the Board rely on.
• Own revenue recognition and restricted funds. Contribution and grant revenue recognition, including conditional versus unconditional awards; donor restrictions, releases and net asset classification; and the accounting treatment and documentation standards behind grant reporting, so what comes back from the donor reporting side is booked correctly and stands up in the audit.
• Own treasury, cash, and day-to-day banking. Operating cash management, banking administration and access controls, accounts receivable, the weekly cash and investment reporting cycle, and support to the CFO on reserve monitoring and Investment Policy Statement compliance.
• Own global and multi-jurisdiction compliance. Accounting and reporting for all non-U.S. operations, intercompany activity and foreign currency, local statutory filings and indirect tax including Israeli VAT, and U.S. and international payroll.
• Own the internal control, audit, and governance environment. Control design, documentation, and testing, clean segregation of duties, finance policies from delegation of authority through expense and vendor onboarding, and the annual audit and Form 990 as primary day-to-day liaison.
• Guide how the accounting team uses technology and systems. The ERP, AP, payroll and CRM systems and the integrations between them; continued automation, including practical use of AI; and the SOPs that keep the function from depending on any one person's memory.

What we're looking for

• A controller who still does the work. Someone who has led an accounting team while personally running a monthly close, and who reaches for the reconciliation rather than the review queue when year-end gets heavy.
• A mentor first. Someone who develops accountants deliberately, through hands-on training, coaching and cross-training, and who measures success partly by how much more the team can carry after a year with them.
• Someone who likes building while the work is in motion. Steadying day-to-day operations, bringing a team along through change, and scaling processes and roles as the organization grows, adding discipline where it counts without creating bureaucracy.
• Someone fluent in non-profit accounting. Restricted funds, contribution revenue and functional expense allocation are familiar ground here, not a research project.

What success looks like

• First 90 days. The close has been run end to end alongside the team. Everyone knows their priorities and the team has a regular rhythm. Close standards and reconciliation templates are documented and in use, and working relationships are in place with division leads, Development and the Israel team.
• First year. The close is reliably on schedule and getting faster. The team has grown in skill and responsibility, with backup coverage for critical tasks. The audit and Form 990 are delivered on time with a clean result. Restricted funds and grants are tracked with clear visibility into releases, spend-down and compliance. Key integrations are live with controls, and division leaders understand and use their numbers.