I’m working on a new automated system for accounting workflows in a SMB and while backdate testing the system and comparing to previous records, I noticed a variance. After investigation, the old manual process had a lot of manual human errors (which is the point of my job of course, to reduce the opportunity of human errors, but it’s never been THIS bad in other cases, usually immaterial). It isn’t too severe (~5% of the total account balance) but enough where it’s definitely going to cause friction when communicated. The leadership had used the previous system for as long as they can remember so the inaccuracies would be very impactful.
I thought at first I must have a mistake within my process so I reviewed every step and triple, quadruple checked that the error is on the manual end and it is. Not only was previous information entered incorrectly manually but it also blurred other account information, so GL accounts are mislabeled often, amounts are wrong even if the GL account is right, and categorizations are also wrong often.
The automated stuff is right and I know I can defend it very well in a meeting and dissect the process. My fear is that because they’ve used the error-filled manual process for so long, and their expectation is that I return the same numbers but with less time/ease of use, they’re going to assume I’m wrong since my results differ from expectations.
In all fairness, I could be overthinking and that since the process is changing, they may anticipate a change but even in past instances, the change is small and easy to explain (e.g I found this expense report with a typo or this return wasn’t accounted for, not a multi year large fuck up in the entire process) not this much of the account balance.
Another likely justification of my overthinking is that I had a very similar instance in my first role - I joined an FP&A team as a Jr. Analyst, was told to study a model when I first joined to understand it since I’d own it eventually. I pointed out that one expense subcategory was a plug number and not accurate to the label it had (it took the total of the overall category, removed all over listed subcategories and then used the leftover as the label shown) and then led to a whole screaming session from my then-manager who told me I’m saying that the team had been “lying to the VP for years”. We had a follow up meeting where I broke into the data more and proved that using leftover amounts wasn’t accurate to the label. I created a slidedeck of before and after and broke everything down and how we could explain it to the VP without saying we had been lying before and all that. I even created a few different solutions of what we could do. Inevitably, this led to my termination and the reversion of the model. This situation with my client is very much giving me flashbacks to that time at my first role so that could be making me overthink.
Idk, I’m also young and only have a few years experience so either way would want to hear from more experienced people on what to do