Secretary/accountant estimated salary

[thingcall]

I run a small to medium automotive business and think it's about that time to get someone who is qualified to do my books and administrative work, but would like to know a ball park figure with respect to salary

[Shooter_boy_J]

Between 6-7K

[viedcht]

...or just contract a qualified accountant. Might be same figure...

[sMASH]

would double as a receptionist, i assume.

who ever, answering calls is easy, the accounting need to be spot on.

[thingcall]

It would be nice to get someone to do everything officewise, but being realistic that would probably be near impossible.
Which might make more sense? hiring an office manager and every 6mts or so get a firm to do my books, or hiring an sec/acc?

[mitsutt]

I run a small to medium automotive business and think it's about that time to get someone who is qualified to do my books and administrative work, but would like to know a ball park figure with respect to salarie

Wa kinda SALARIE u had in mind bai?

[pugboy]

boss those are two separate functions
unless you want them to start tiefing you to the tune of more than two salaries

[Redman]

Get an accountant.
But you do the day to day record keeping...you supposed to any way...it's your business.

Every month or two weeks let the accountant review.

As you say it's a SME...so the load should be ok.

Based on that see if you can then hire a person to deal with the office,they might also assist with the book keeping....but rotate the areas they cover son that you can keep your eyes on the money flow

That way
You keep track if the biz
You have a qualified accountant
And you have your office staff.

[matix]

Salary btw

[thingcall]

Salary btw

Thanks for the spelling check, anyhow do you have any meaningful contribution to my post, other than that?

[88sins]

It would be nice to get someone to do everything officewise, but being realistic that would probably be near impossible. Which might make more sense? hiring an office manager and every 6mts or so get a firm to do my books, or hiring an sec/acc?

imho, no serious,qualified, experienced accountant would take such a job offer. those are 2 separate functions, so you need 2 separate staff, or 1 of the 2 WILL be neglected.

[sickbad]

Salary btw

accountant .. spell checker lol

you gotta pay to play

[dude2014]

Your business has grown and your busy ness will also grow. An assistant Manager is what is needed. When you are not there does the business close?. As the business continues to grow you will need (professional) advise on how to set up your accounting, inventory, what making money and what is not.

Your personal training in Finance, meeting Statutory requirements, growing your business, can be met by a Financial Services Provider, who does not have to be a full time staff member. The longevity of the business should also be considered. Fees may determine who and what type of arrangement you will want. Best of luck bro ...........

[matix]

Just assisting with your grammar. Don't want people thinking you can't spell. Receptionist for every day duties who's capable of proper filing then a chartered accountant to sign off on financials once they're properly done.

[Monkey Man]

i would do that gob for 15K a moth. no problem.

I already pm you my remusé .
I can start now if you want. Jus send me directions.

[sickbad]

i would do that gob for 15K a moth. no problem.

I already pm you my remusé .
I can start now if you want. Jus send me directions.

Dawg u r rel funni. Canine rather humorous

[zorced]

Post the JD if you want a serious answer. That would address scope then you have to look at volume of transactions.

[thingcall]

Your business has grown and your busy ness will also grow. An assistant Manager is what is needed. When you are not there does the business close?. As the business continues to grow you will need (professional) advise on how to set up your accounting, inventory, what making money and what is not.

Your personal training in Finance, meeting Statutory requirements, growing your business, can be met by a Financial Services Provider, who does not have to be a full time staff member. The longevity of the business should also be considered. Fees may determine who and what type of arrangement you will want. Best of luck bro ...........

Thank you dude2014 for that insight.
does the business close when i'm not there?...No, my wife and 3 others assist with the day to day operations, but both (my wife and I) are neither professionals where accounting or business management is concerned. I (not by choice) have decided to seek out information concerning the subject to improve my situation, my business has alot of potential so i have no choice but to make the right effort, which requires the right knowledge in relation to my current situation.

Am I in for the long haul? O yes I am.

[thingcall]

Post the JD if you want a serious answer. That would address scope then you have to look at volume of transactions.

Ok, base on info from today alone, it seems like i I should be looking for an assistant manager.

So in order for me to get sound advice I will have to share some info about the business.
Based in tobago
Dealer in Automotive parts and accessories(mostly new) automechanical and rims and tyres, presently operates with 5 employees including my wife and myself, been in business for over 4 years, has recognize I have some leaks in my ship (the office operations) looking to get the right information on the best way to plug it while at sea.

This year motto is STRUCTURING

To me the more information i have the better decisions I can make.

[dude2014]

One of the greater loss to our society was the demise of the Kirpalani Stores owner. A good example of entrepeneurship. Upon Shree Kirpalani's death, presumably greedy suppliers and other creditors came knocking on the business door for their money. With a properly defined succession plan in place, they would have had to tuck their tails or it would have forcibly fell off their greedy, grimmy butts. In short a plan to meet payments to suppliers, taking in stock and the like would have been continued as normal. A will or some legal construction to satisfy/support the business. allowing his heirs to rein in the threat and take control of the business.

It is to be noted that there were other stores by big business who was in competition to Kirpalani. Though they may not have contributed to the demise of the Kirpalani Stores, I cannot recall any effort being made by anyone to help.

Here is where you may get excited. There are business mentorship programme for SME which will guide you to a successful A+ performance. Check the Ministry of Labour website, see what is available and give them a call or visit in person .............

The Chamber of Industry and Commerce is another resource. With bat and pad on, defend your wicket ...........

[88sins]

Upon Shree Kirpalani's death, presumably greedy suppliers and other creditors came knocking on the business door for their money. With a properly defined succession plan in place, they would have had to tuck their tails or it would have forcibly fell off their greedy, grimmy butts. In short a plan to meet payments to suppliers, taking in stock and the like would have been continued as normal. A will or some legal construction to satisfy/support the business. allowing his heirs to rein in the threat and take control of the business.

ANY supplier, once owed monies by a customer, HAS to be paid for goods/services already provided. It matters nothing if the owner is dead, alive, or comatose, or if the business is changing ownership due to death, sale, or other means.

The supplier is not obligated by ANY LAW to wait for any longer than the previously agreed time limit for the settlement of any outstanding invoice. Nor are they obligated to continue to provide goods or services unless contracted to do so. Succession plan in place or not. If you are allowed 90 days credit from a supplier, & on day 91 there's an o/s invoice that hasn't been settled, they are within their rights to take action to recover owed monies, by methods such as taking back their goods, taking the company to court to get a judgment and levying upon them, selling the debt, or any other method they opt for.

short story shorter, people run THEIR business within the parameters of the law, the way they wish, & this includes how they deal with debtors & creditors. & there ain't no law saying my business have to wait until a new person takes over & get their bearings/come up with a payment plan. If you know of such a law, in force in T&T today, as a fact, post a link to it here.

[Chimera]

have to agree with 88sins there

suppliers have bills to meet and workers to pay as wel

[dude2014]

have to agree with 88sins there

suppliers have bills to meet and workers to pay as wel

I see my point was lost upon both of you. Businesses that plan to succeed, succeed with the plan as there was a contingency plan in place. how would you feel that your heirs lost pappy or mammy business because there was no plan.

Kirpalani did not have a plan and is the typical response from many businesses. You die, the business dies.

The plan would have ensured that workers get paid, value is being created and any person or entity interested in purchasing the "business" would have an established brand, customer base and possibly reduced value on the assets, provided his heirs even knew what to do.

Hope thingcall reading this. Hope you appreciate what I was saying about the responses. He said he was in for the long haul. Your advice on the long haul such as a Legal firm or person who is skilled in this area for a consultation would be welcomed.

[88sins]

have to agree with 88sins there

suppliers have bills to meet and workers to pay as wel

I see my point was lost upon both of you. Businesses that plan to succeed, succeed with the plan as there was a contingency plan in place. how would you feel that your heirs lost pappy or mammy business because there was no plan.

Kirpalani did not have a plan and is the typical response from many businesses. You die, the business dies.

The plan would have ensured that workers get paid, value is being created and any person or entity interested in purchasing the "business" would have an established brand, customer base and possibly reduced value on the assets, provided his heirs even knew what to do.

son, what you fail to realize is that even tho a business is a separate entity from its owner/s, it it's owner/s that run it & sustain it through the relationships they make & maintain with suppliers. Simple as that.

Here's an example
You own a business, & you have a credit customer that places orders for you to supply them with stock for resale. You are familiar with the owner, & he's proven to be reliable with his payments through your years of doing business together. You & the customer meet occasionally over a decade, sometimes in a business capacity, sometimes in a casual setting, & you get to know who his offspring are. With me so far?

So one day your loyal customer gives up the ghost, & shortly thereafter his son proposes to take the helm of his business. Now let's say the son has had a history of substance abuse, a gambling addiction, a history of poor decision making skills & has a case pending for criminal fraud charges. Would you accept that amount of risk, just because you knew his father? I seriously doubt it. You might treat him as a new customer with a very low credit limit, or a cash only customer until he proves he can run his fathers business, or sever ties with the company altogether depending on your relationship with him.

But lets say you did, & he remained true to the form of his character, & he ordered $30K your goods that you bore costs & expenses to produce,& he never forwarded payment to your business for those goods. Wouldn't you think it'd be safe to say, that loss you made could've been easily avoided? & who in your opinion would be responsible for that loss? In short, its you. You made the poor choice to extend a credit facility to a sketchy customer based on emotional/illogical reasoning, while in possession of information that pointed to a high probability of that outcome before it happened, & still went that route anyway.


If you wish you can let yourself be guided by blind loyalty to a person or their offspring, or emotions when running a business. It's only your time, money, effort, health you put into it. If you want to risk all you've invested, just because you knew his daddy, go right ahead. But if it doesn't go the way you hoped, & you want to get mad at someone, look in the mirror & you'll see the one who's primarily responsible.

[dude2014]

have to agree with 88sins there

suppliers have bills to meet and workers to pay as wel

I see my point was lost upon both of you. Businesses that plan to succeed, succeed with the plan as there was a contingency plan in place. how would you feel that your heirs lost pappy or mammy business because there was no plan.

Kirpalani did not have a plan and is the typical response from many businesses. You die, the business dies.

The plan would have ensured that workers get paid, value is being created and any person or entity interested in purchasing the "business" would have an established brand, customer base and possibly reduced value on the assets, provided his heirs even knew what to do.

son, what you fail to realize is that even tho a business is a separate entity from its owner/s, it it's owner/s that run it & sustain it through the relationships they make & maintain with suppliers. Simple as that.

Here's an example
You own a business, & you have a credit customer that places orders for you to supply them with stock for resale. You are familiar with the owner, & he's proven to be reliable with his payments through your years of doing business together. You & the customer meet occasionally over a decade, sometimes in a business capacity, sometimes in a casual setting, & you get to know who his offspring are. With me so far?

So one day your loyal customer gives up the ghost, & shortly thereafter his son proposes to take the helm of his business. Now let's say the son has had a history of substance abuse, a gambling addiction, a history of poor decision making skills & has a case pending for criminal fraud charges. Would you accept that amount of risk, just because you knew his father? I seriously doubt it. You might treat him as a new customer with a very low credit limit, or a cash only customer until he proves he can run his fathers business, or sever ties with the company altogether depending on your relationship with him.

But lets say you did, & he remained true to the form of his character, & he ordered $30K your goods that you bore costs & expenses to produce,& he never forwarded payment to your business for those goods. Wouldn't you think it'd be safe to say, that loss you made could've been easily avoided? & who in your opinion would be responsible for that loss? In short, its you. You made the poor choice to extend a credit facility to a sketchy customer based on emotional/illogical reasoning, while in possession of information that pointed to a high probability of that outcome before it happened, & still went that route anyway.


If you wish you can let yourself be guided by blind loyalty to a person or their offspring, or emotions when running a business. It's only your time, money, effort, health you put into it. If you want to risk all you've invested, just because you knew his daddy, go right ahead. But if it doesn't go the way you hoped, & you want to get mad at someone, look in the mirror & you'll see the one who's primarily responsible.

You do know you are on your own with your ramblings. The drunken son may very well be you without taking a drop of alco. That is why thingcall was asking for ADVICE and not advise. A business plan and seeking mentorship, getting legal advice, etc will allow you the supplier and the customer and vice versa to .......................... be protected.

Also businesses suffer losses and the Tax rules, litigation, etc allows for relief from such calamities. my advice is not grounded in what can happen but rather what has been happening and some of the ways to protect yourself and your heirs. Samjhe?

And thank you for making me feel young. Long time no one called me son ...........

[88sins]

ok sparky. you can feel free to offset your payable taxes with your losses when filing your tax returns, or incur further expenses on litigation to recover them. your choice.
All that could be avoided by simply vetting your debtors, & not getting emotions & feelings involved. It's a common practice for any size business. Why don't you go to any institution & tell them you want credit, & tell them you want it based solely on your daddy's history with them? When you do, let us all know how that worked out for you.

& no need to thank me. Going only by your posts, there's ample evidence to prove that you possess the intellect & business savvy of a stray puppy.

I'm done with you & this line of discussion in this thread now. Go look for someone else to help you prove your stoopiditee.


Have a happy Thursday