VP, Accounting

Topgolf•Dallas, TX

About The Position

Topgolf is more than a venue business — we’re a technology-driven sports and entertainment platform. Toptracer, our tracking technology, powers ranges at hundreds of golf courses around the world, and our 100+ venues combine tech-enabled games, a strong food and beverage program, and large-scale event space, all in service of getting more people playing. We’re a large, multi-unit business backed by private equity, with significant growth ahead. Topgolf has invested in strong core financial platforms and infrastructure. The opportunity now is to unlock more of that investment — simplifying how work gets done, integrating our systems more deeply and building an accounting organization that is scalable, technology-enabled and increasingly focused on insight rather than transaction processing. We’re looking for an exceptional accounting leader to help make that happen. The Vice President, Accounting is Topgolf’s senior accounting executive, reporting to the Chief Financial Officer and leading a global organization of over 50 team members across financial reporting and technical accounting, accounts payable, accounts receivable, payroll, venue accounting and international operations, including venues in the UK and Toptracer. This is a role for someone who wants to design and run that organization, not simply operate the close — while continuing to deliver excellent accounting and controls.

Requirements

Bachelor’s degree in accounting, finance or a related field; active CPA required.
Significant, progressive leadership of a complex accounting organization, with a strong U.S. GAAP and technical accounting foundation.
Demonstrated experience materially improving an accounting function — redesigning processes and/or organizational structure to increase efficiency, capability and impact.
Experience using technology and automation to improve accounting operations.
Proven ability to operate at both strategic and detailed levels — setting direction while staying close enough to the work to solve real problems.
Strong people leadership and executive presence, with a demonstrated ability to influence senior leaders and cross-functional stakeholders.
Experience operating in a complex, multi-entity or high-volume operating environment.

Nice To Haves

Experience serving as a Vice President of Accounting, Chief Accounting Officer, Corporate Controller or senior divisional controller is preferred; we would also consider an outstanding controller from a larger, more sophisticated organization who has demonstrated the ability to modernize an accounting function.
Demonstrated experience leading a sizable, complex accounting organization spanning multiple accounting disciplines, locations and/or service-delivery models is preferred.
Experience in a consumer-facing, hospitality, entertainment or retail business, ideally private equity-backed or undergoing significant change, is preferred.
Big Four experience, and experience with SAP, OneStream and Coupa, along with experience leading international accounting operations, including local statutory reporting, are all preferred.

Responsibilities

Own the design and effectiveness of Topgolf’s accounting operating model — structure, process ownership, service delivery, systems, offshore resources and performance management.
Maintain the integrity, accuracy and completeness of financial statements, and ensure compliance with U.S. GAAP, company policy, statutory requirements and internal controls.
Oversee the monthly, quarterly and annual close and consolidation processes, improving their predictability and quality.
Lead financial reporting to executive leadership, the Board, investors and lenders, and serve as a trusted advisor to the CFO on accounting, reporting and strategic matters.
Establish clear metrics for close performance, automation, working capital and service levels, and hold the organization accountable for improvement against them.
Own the accounting roadmap for SAP, OneStream, Coupa and related platforms, partnering with Technology to improve configuration, integration and automation and eliminate unnecessary manual workarounds.
Continuously modernize processes end-to-end — record-to-report, procure-to-pay, order-to-cash, payroll and international accounting — reducing manual work and increasing the use of standardized, automated workflows.
Use automation and AI thoughtfully to eliminate low-value work, strengthen controls and increase the organization’s capacity for analysis and problem-solving.
Ensure accounting data and reporting give a consistent, decision-useful view of revenue, labor, operating expenses, working capital and cash flow, in partnership with FP&A, and translate complex accounting matters into clear business implications.
Provide executive oversight of complex technical accounting matters — revenue recognition, leases, business combinations, impairments, restructuring and debt — and engage early on new initiatives, contracts and transactions so these considerations are addressed before execution.
Own the accounting organization’s control environment, including exception-based review that surfaces risk, partnering with Internal Controls, and lead the annual audit process and external auditor relationship.
Support acquisitions, financing transactions, international expansion and other strategic initiatives.
Oversee accounts payable and procure-to-pay activities, including vendor processing, payment controls, shared-service performance and offshore delivery.
Lead accounts receivable, billing, collections and cash application, with a focus on improving working capital and reducing aged or unresolved balances.
Provide executive oversight of payroll, ensuring accurate, timely, compliant pay, and partner with HR and Technology to strengthen payroll systems and the employee experience.
Lead, develop and inspire the organization, building a culture of ownership, continuous improvement and constructive challenge.
Build the future-state organization around the work Topgolf needs done — not around legacy roles, processes or organizational boundaries — determining what Accounting should own, what should be centralized, automated or run through shared services and offshore resources, what capabilities and leadership roles are needed, how venue accounting should evolve, and where the organization should spend its time as transaction processing declines.
Build an engaged, high-performing leadership team — leaders who can operate independently, drive cross-functional change and serve as credible partners to the business.
Hold the team to clear performance expectations and address capability or accountability gaps directly.