Director- Centralized Accounting

About the role

Holman is a family-owned, global automotive services organization anchored by our deeply rooted core values and principles that have enabled us to continue Driving What's Right throughout the last century. Our teams deliver the Holman Experience by treating our customers and each other as we would like to be treated, and creating positive, rewarding relationships all around. The automotive markets Holman serves include fleet management and leasing; vehicle fabrication and upfitting; component manufacturing and productivity solutions; powertrain distribution and logistics services; commercial and personal insurance and risk management; and retail automotive sales as one of the largest privately owned dealership groups in the United States. Holman is seeking a Director, Central Accounting to lead a core accounting shared services function at the center of our retail accounting organization. With a strong foundation already in place, this role offers the opportunity to build on what exists today and help shape the next phase of a growing, high-impact function. This leader will oversee key transactional accounting processes across the business, ensuring work is executed with accuracy, consistency, timeliness, and strong internal controls. At the same time, the role is much more than day-to-day oversight. It is an opportunity to strengthen and scale the operating model, improve workflows, advance automation, develop team capability, and help create a service-oriented function that supports the broader accounting organization more effectively. The ideal candidate brings strong experience in accounting shared services, accounting operations, or other centralized accounting environments, along with the ability to lead through change, build trust, and turn a solid foundation into an even stronger and more scalable function over time. Job Responsibilities: Run standardized processing at scale (shared-services "engine room") Lead Central Accounting as a shared services organization to ensure accurate, timely processing across the core transaction streams: receivable payments, inventory purchases, deal billing vehicle/aftermarket sales, vendor invoices, and vendor payments. Define, implement, and continuously improve service level agreements (SLAs) and operating metrics (accuracy/on-time, cycle time, backlog aging, rework/defect rates, and customer responsiveness) and provide routine performance reporting and service transparency to stakeholders. Build and maintain standard work across Central Accounting (templates, checklists, cutoffs, documentation standards, and quality controls) to reduce variability across stores, eliminate rework, and enable consistent handoffs with Dealership Accounting and Corporate Accounting. Intake + workflow management with SLAs, visibility, and escalation Design and operate a centralized intake and workflow management model (queue-based work, prioritization rules, standard escalation paths) that provides predictable throughput, balanced capacity, and clear ownership of "what's in flight." Define, implement, and continuously improve service level agreements (SLAs) and operating metrics (accuracy/on-time, cycle time, backlog aging, rework/defect rates, and customer responsiveness) and provide routine performance reporting and service transparency to stakeholders. Controls-by-design + audit readiness embedded in the process Ensure compliance with applicable accounting principles, regulations, and standards (e.g., GAAP, tax laws). Oversee audits and internal controls to maintain financial integrity and prevent fraud-designing controls to prevent defects vs. catching them late. Maintain strong partnership with IT Security to ensure PCI compliance and related retail payment controls. Systems and data discipline (reporting readiness + scalable operations) Own discipline around system configuration and interfaces: GL account additions, schedule setups, access controls, and operational readiness tied to systems and data. Maintain key external and internal partnerships tied to transaction processing performance (e.g., merchant processor/terminal management; DMS relationship). Continuous improvement, automation, and "improve the machine. Design and implement operational practices and system designs that improve accuracy, controls, and efficiency. Partner with RPA/automation and other teams to streamline accounting operations, reduce manual effort, and eliminate rework. Collaborate with business partners to prioritize and deliver new capabilities and optimize existing ones. Identify and implement best practices and technological advancements to scale capacity and reliability. People leadership, talent development, and capacity management Directly manage multiple accounting managers; coach supervisors and team members; build a strong, collaborative environment. Own talent management for central accounting: attract, develop, retain talent; create clear expectations and measurable outcomes. Own the C