Featuring Taylor Bost, Nicole Gencorelli (JMT Consulting), and Gretchen Greenwood (National 4-H Council)

Introduction: Why Finance Teams Are Rethinking Their Intacct Environments

Many nonprofit finance teams reach a point where their Sage Intacct environment is technically working, but no longer fully supporting the organization’s needs.

As organizations grow, systems that were implemented to meet earlier requirements can become misaligned with current reporting expectations, workflows, and leadership demands. What once felt optimized may now feel fragmented, manual, or difficult to trust.

Without a structured approach to evaluation, teams often rely on reactive fixes that address surface-level issues but fail to resolve underlying inefficiencies. Over time, this can lead to inconsistent processes, reduced confidence in reporting, and missed opportunities to improve financial operations.

This session focuses on how organizations can step back, reassess their environment, and take a more intentional approach to optimization.

What Risks Do Nonprofits Face with a “Good Enough” System?

Operating in a system that is “mostly working” can introduce more risk than many organizations realize. Small inefficiencies and gaps tend to compound over time, especially as transaction volume, reporting complexity, and staffing demands increase.

Common risks include:

• Increased manual work and duplicate data entry
• Slower and more stressful month-end close processes
• Inconsistent or unclear reporting for leadership
• Gaps in internal controls and approval workflows
• Limited visibility into real-time financial data
• Over-reliance on individual team members or workarounds

These challenges not only affect efficiency, but also impact governance, audit readiness, and overall confidence in financial data.

How a Structured Review Helps Identify Opportunities

One of the most important steps in optimization is conducting a structured review of the current system environment.

This involves evaluating how the system is being used today, identifying where processes have drifted from best practices, and uncovering areas where configuration no longer aligns with organizational needs.

Key areas of focus often include:

• Chart of accounts and dimensional structure
• Reporting accuracy and usability
• Workflow design and approval processes
• Automation opportunities
• User roles, training, and adoption

By looking at the system with fresh eyes, organizations can identify both quick wins and deeper structural improvements that may not be obvious in day-to-day operations.

Identifying and Prioritizing the Right Improvements

Not all improvements carry the same level of impact, which is why prioritization is critical.

Organizations should focus on:

• Separating quick wins from long-term structural changes
• Balancing automation with proper training and adoption
• Evaluating impact versus level of effort
• Aligning improvements with leadership goals and strategic priorities

This approach ensures that teams are not just making changes, but making the right changes in the right order.

Tangible Outcomes: What Optimization Looks Like Day-to-Day

When organizations take a structured and prioritized approach to optimization, the benefits are both immediate and measurable.

Common outcomes include:

• Reduced manual data entry and fewer repetitive tasks
• Faster and more efficient month-end close
• Clearer, more reliable financial reporting
• Stronger internal controls and audit readiness
• Increased confidence in financial data

These improvements create a more stable and scalable financial foundation that can support ongoing growth.

How Optimization Improves Governance and Efficiency

Optimization is not just about efficiency. It also plays a key role in strengthening governance across the organization.

With improved workflows and system configuration, nonprofits can achieve:

• Better audit trails and documentation
• More consistent approval processes
• Reduced risk of errors or unauthorized changes
• Stronger compliance with internal policies and external requirements

At the same time, automation helps ensure that processes are repeatable, standardized, and less dependent on manual intervention.

From Transaction Processing to Strategic Finance Leadership

As manual work is reduced and systems become more efficient, finance teams gain the capacity to shift their focus.

Instead of spending the majority of time on transaction processing, teams can begin to:

• Support leadership with more timely and relevant insights
• Engage in stronger budgeting and forecasting conversations
• Provide clearer guidance for strategic decision-making
• Align financial operations more closely with organizational goals

This shift is one of the most valuable outcomes of a well-optimized system.

Why a Roadmap Turns Your ERP into a Strategic Asset

A key theme throughout the session is the importance of building a prioritized roadmap.

Rather than approaching optimization as a series of disconnected fixes, a roadmap provides a clear path forward. It helps organizations:

• Define next steps and sequence improvements effectively
• Align stakeholders around shared priorities
• Track progress over time
• Ensure that system changes support long-term strategy

With a roadmap in place, Sage Intacct becomes more than a transactional tool. It becomes a system that actively supports organizational growth and decision-making.

Best Practices for Moving Forward

For organizations looking to begin or continue their optimization journey, several best practices can help guide the process:

• Start with a structured system review
• Document current processes and identify gaps
• Prioritize improvements based on impact and feasibility
• Balance technology changes with team training
• Maintain a focus on governance and internal controls

Taking a thoughtful and intentional approach leads to more sustainable and meaningful results.

How JMT Consulting Supports Nonprofit Financial Transformation

JMT Consulting works exclusively with nonprofit organizations to help them evaluate, optimize, and fully leverage their financial systems.

This includes:

• Conducting system assessments and optimization reviews
• Identifying opportunities for automation and efficiency
• Supporting system configuration and improvements
• Assisting with integrations and reporting enhancements
• Providing ongoing guidance aligned with nonprofit best practices

By combining deep nonprofit expertise with hands-on system knowledge, JMT helps organizations turn their financial systems into long-term strategic assets.

Final Takeaway: Intentional Optimization Drives Long-Term Success

Optimization is not a one-time project. It is an ongoing process that evolves alongside the organization.

By moving beyond a “good enough” mindset and adopting a structured, roadmap-driven approach, nonprofit finance teams can improve efficiency, strengthen governance, and build greater confidence in their financial data.

Ultimately, this enables organizations to focus less on managing systems and more on advancing their mission.