Running a small business presents many unique challenges, especially when assessing and mitigating risk. While risk affects all aspects of businesses, small businesses are particularly affected by both internal and external fraud.   

According to the Association of Certified Fraud Examiners’ 2020 Report to the Nations, small companies with under 100 employees represented 26% of fraud cases and experienced the highest median loss of $150,000 compared to other business types (25). Within these small businesses, the most common financial fraud schemes are related to billing, check and payment tampering, and expense reimbursements (26).  

Another factor affecting fraud prevalence is the business’s industry. Within the manufacturing industry, 23% of reported fraud cases involved billing and 20% involved expense reimbursements (30). As such, these are potential areas of fraud risk for a small business within the brewing industry. Effective internal control processes are critical to address these risks.   

Internal controls can be either preventative or detective. Preventative controls attempt to address issues before they happen while detective controls are meant to catch issues after they happen. There are five main elements to structuring an internal control system: the control environment, risk assessment, control activities, monitoring, and information and communication.  

#1: Control Environment 

Establishing the business’s control environment is an important first step as all other aspects of internal control depend on it in some way. The control environment is comprised of management’s attitude towards internal control (also referred to as “tone at the top”), the organization’s ethical values, governance/organizational structure, and the level of enforcement of key policies and procedures. Since internal controls are processes participated in by all members of the organization, the company’s culture and attitudes towards controls are a major factor in how effective those controls are.  

The control environment can be both preventative and detective as the company’s ethical culture and policies should discourage fraud and members of the organization should be encouraged and empowered to report any issues they might come across.  

Some examples of internal controls related to the control environment are having an established organizational code of ethics, ensuring good hiring practices, and outlining the organization’s reporting structure.  

Based on the 2020 Report to the Nations, only 48% of small businesses under 100 employees currently have a code of conduct in place, despite codes of conduct reducing median fraud loss by 51% and fraud duration by 50% (33-35).    

#2: Risk Assessment 

The second component of internal controls is a risk assessment. A risk assessment identifies the risks that affect the business internally and externally. Once risks have been identified, deciding which risks are the highest impact and/or most frequent is an important step to allocating control resources. The business should also decide how much risk it is willing to tolerate. Again, the ACFE’s Report to the Nations identified billing, expense reimbursements, and check payment-tampering as the most prominent threats. As such, a small business might want to invest more resources in protecting itself from these risks specifically. Internal controls related to these risks are discussed in the proceeding sections.   

#3: Control Activities 

Once risks for the business have been identified, there should be control activities in place at all levels within the company that help manage those risks. Some non-financial controls could be: 

  • inventory counts
  • sending out customer satisfaction surveys,  
  • posting safety procedures,  
  • doing periodic sanitation inspections, and  
  • having performance reviews for employees.  

These can provide the company better data for decision making and product investment, help contribute to good hiring/HR practices, and ensure compliance with regulatory bodies. Some key financial control activities are  

  • physical controls,  
  • reconciliations, and  
  • authorization procedures.   

Physical Controls help protect a business’s physical assets. This can include items like inventory, equipment, cash, etc.  

Within the brewing industry, maintaining proper inventory levels is important to serve customers. One example of a physical control would be to invest in a security system for the warehouse or cellar to protect from product theft or misappropriation.  If the brewery handles cash, the business could store most of its cash in a password protected safe and limit access.   

Reconciliationshelp identify issues as they arise to prevent misstatements and fraud. Reconciliations match financial information to a source document which points out errors and improves accuracy.  

For example, performing a monthly bank reconciliation helps keep track of charges that the business’s accounting function has recorded versus what the bank has recorded. This can catch unauthorized withdrawals or transactions that went through the bank, but not through the accounting records and vice versa. Reconciliations can help address check and payment tampering, which accounts for 22% of small business fraud schemes (26).  

Authorizationhelps enforce company policies and procedures regarding transactions and activities by adding a layer of approval.  

Small businesses are prone to expense reimbursement fraud and one way to reduce this risk is to require authorization signatures. When an expense is incurred by an employee, there should be receipts or other documentation associated with it. Then, when the employee goes to file for a reimbursement, having a policy which requires a manager’s authorizing signature provides a layer of protection. That way, the manager would review the expense and its documentation before authorizing it and ensure it is necessary, reasonable, and qualifies for reimbursement. This prevents an employee from overstating their expenses or requesting reimbursement for non-business-related expenses.  

Authorization can also apply to warehousing and transportation risks. For example, before inventory is moved, an authorizing signature could be needed to release inventory to the shipping trucks to prevent theft of assets during the shipping process.   

Separation of Duties makes overriding existing internal controls much more difficult because more than one person is required to complete a task. Authorization, record keeping, reconciliation, and physical custody tasks should be assigned to different individuals.  

For example, say a brewery needs to purchase yeast from a supplier. The individual who fills out the purchase order should be separate from the person who approves and signs off on the order. The employee who books the payment into the accounting system should also be different from the person who reconciles the entries at the end of the month. Not only can this help catch errors, but it also prevents an individual from having control over all the financial records in the business which puts the business at a higher risk for fraud.  

While staffing may be an issue within small businesses, cross-training employees allows separation of duties to still be accomplished as multiple people are qualified to perform each distinct function.   

#4: Monitoring  

Some examples of monitoring activities are management review and third-party reviews. Management reviews capitalize on managers’ business knowledge and experience to compare expectations to what happened. Managers can review journal entries, reconciliations, and budgets to confirm amounts and documentation. This keeps management aware of what is going on financially in the organization and adds another set of eyes to any billing, cash, and purchasing activities. Third party reviews are performed by an independent auditor, whether located within the organization (internal audit) or through an external auditor. These third-party reviews provide an extra layer of assurance that financial information is correct and accurate. A small business can outsource internal audit work to a CPA firm or can establish an internal audit department.  

Having an internal audit function and management review controls in the business can lead to a 50% reduction in median fraud loss and fraud duration (33/34). As of 2020, only 31% of small businesses under 100 employees had an internal audit department and only 35% had management review controls in place. External audit is the most popular anti-fraud control among small businesses, with 56% of companies under 100 employees having an external audit performed on their financial statements (35).   

#5: Information and Communication  

Communicating correct and accurate information is key to running a successful business. Information should be communicated up the chain of command just as much as it should be communicated from the top down. Having established reporting lines and generally communicating within the business helps with internal controls. Employees at all levels should know what controls they need to participate in and report to their supervisors about those controls. Good communication and relationships between management and employees can also encourage whistleblowers to come forward.  

Based on the ACFE Report to the Nations, 47% of small business fraud is detected by tip (21). Across all businesses, whistleblowers reported to their direct supervisor 28% of the time (23). Establishing communication channels, like a fraud-hotline can reduce median loss by 49% and duration of fraud by 33% (33/34). Implementing a fraud training program increases the likelihood that tips will be submitted (21). One of a business’s biggest resources is its people, and they can serve as a strong anti-fraud control.   

Red Flags

A fraudster may have a clean record that does not show up on any background check. However, there is always a story and reason behind why seemingly good employees or managers may commit fraudulent acts. The Association of Certified Fraud Examiners explains this using the fraud triangle. For fraud to occur, there needs to be opportunity, pressure, and rationalization by the fraudster. A lack of internal controls over financial information can present opportunity. Pressure can come from any aspect of the fraudster’s life including family, financial, and work performance pressures. A fraudster may rationalize his or her behavior in many ways to tell him/herself that it was acceptable or okay. Perpetrators of fraud can cause more damage the more senior they are in the organization and the more power they have. Some indicators fraudsters show at work are unusually close relationships with vendors or customers, unwillingness to share duties, refusal to take vacations, and defensiveness. In their personal life they may be living beyond their means, experiencing financial difficulties, or be having family problems (53).  

Small businesses are more likely to be victims of fraud due to a lack of internal controls whereas larger organizations are more likely to have their controls overridden (36). By creating strong tone at the top through a code of ethics/conduct and good communication, assessing risks pertinent to the industry, implementing control and monitoring activities such as those discussed in this article, and knowing the red flags of a fraudster, a business owner can better protect his or her business from fraud.    


“ACFE Report to the Nations: 2020 Global Fraud Study.” ACFE. Association of Certified Fraud Examins. Accessed October 21, 2021.   

“Executive Summary | Internal Control-Integrated Framework.” Committee of Sponsoring Organizations, 2013.   

“The Fraud Triangle: Association of Certified Fraud Examiners.” The Fraud Triangle | Association of Certified Fraud Examiners. Accessed October 21, 2021.   


Written by:
Cait Ferguson 

Student at University of Kentucky
Intern at Peer House

Honored to be the recipient of the 2021 Entrepreneur Award for Commerce Lexington’s Salute to Small Business. We are thrilled to be among the other category winners!

– Minority Business Award: Guide Realty
– Business Success Award: Crank & Boom Craft Ice Cream
– Nonprofit Award: Lexington Rescue Mission

(Video: 2:23)

Running a successful construction business comes with aspects that you love but it can also be painful, especially if you are not a numbers person. Construction accounting brings unique challenges compared to other industries; however, it does not have to be a headache. It will require diligence, attention to detail and some accounting experience. If you choose to take this task on, here are five key points for good bookkeeping practices in the construction industry.

#1: Progress Billing

Allows contractors to bill at different intervals, and payments are based on percentage of project completion. This method of billing helps with cash flow problems and is an initiative for the contractor to complete the project swiftly, as payment will be received when the next milestone is reached. By setting up construction estimates for contracts and using those estimates to progress invoice your customers, you can ensure that nothing will be forgotten while maintaining an adequate level of funding throughout the duration of the project.

#2: Contracts & Record Retention 

  • AIA Contract Documents – standardized legal forms and contracts that define the terms for construction projects. Proper construction invoicing utilizes AIA forms and releases to ensure your submitted billing will always be approved.
  • Lien Releases – confirm that all necessary Lien Releases are received from subcontractors and suppliers, as this will ensure that payment has been effectuated and the lien has been discharged. All legal responsibilities have been completed, therefore legally protecting both parties.
  • Tax Documents – ensure tax documents and proof of insurance from vendors are in place before project begins. This will be helpful in the long run and keep you protected during and after the construction project.
  • Record Keeping – not only is record keeping a good business practice, but maintaining all documents related to contracts costs is a protection against liability. This will allow your company to defend itself against claims or be in a position to administer claims. Be sure to keep all subcontractors agreements on file and have them easily accessible, as referring back to them frequently during a project is not uncommon. A good rule of thumb is to keep documentation for at least 7 years, in the event that you company gets audited by the IRS.

#3: Reports and Estimates

  • WIP (Work in Progress)schedule/report – gives you an arial view of the project by allowing you to see the percentage of completion at any given moment, and a consolidated WIP can show you where all your current projects stand on a monthly basis. This accounting method is a key element used to identify accurate profitability for your construction project. Additionally, this gives financial stakeholders that are invested in your project a reliable financial performance of your company.
  • Estimates – keep thorough and updated estimated contract costs for each job. The estimated cost to complete is important to making sure your job remains profitable and the revenue is recognized correctly.

#4: Job Costing

Vital accounting practice used to calculate the actual costs of working on a construction project, allowing you to take the overall project and break it down into more specific tasks. Implementing a coding system is recommended in order to keep items organized. Having this in place will allow you to create budgets and predict margins. Job costing is essential to your bottom line, and the ability to accurately and effectively estimate your job costs on any project can truly make the difference for running a successful construction company.

  • Overall – this would include but not be limited to subcontractors, materials, insurance, vehicle, equipment costs. All items need to be properly allocated to the correct job. Remember to also include overhead items such as taxes, rent, workers comp insurance, etc.
  • Employees – calculating the actual cost of an employee working on a construction project is critical. Determining an accurate and detailed estimate from everyone on your team is important to keeping your business profitable, as this can be a large percentage of your costs. Running these reports regularly can allow you to have a finger on the pulse on your project, and help you identify what is too high and if/where adjustments can be made.

#5: Payroll

  • Payroll Set Up – Maintain payroll compliance with multiple jurisdictions. Capture time effectively and accurately to avoid costly errors.
  • Certified Payroll – specialized payroll required for government or military projects.

As you can see, some details that go into construction accounting are complex and different than other businesses. Accounting industry specific experts rely on different methodologies to track direct and indirect costs associated with your business. They will help outline and minimize expenses while ensuring maximization of your bottom line, as well as company growth and success.

However, if you choose to do this in-house, be sure that you consider the above key elements, among others. Properly taking these essential factors into account will allow you to have sound accounting practices and minimize the risk of costly mistakes.

Ellen J. Noble
Peer House, LLC
Staff Accountant
Construction Accountant Specialist

Everyone wants the work they do to result in a better future. Businesses want to increase profits. Researchers want to discover technological breakthroughs. Nonprofits want to solve problems. Your better future may look very different from mine, but we both see the potential for improvement over where we are now. It’s not hard to imagine a better future. The real puzzle is figuring out how to get there.

About CASA and Who We Serve

CASA of Lexington, a nonprofit that advocates for abused and neglected children, has a particularly amazing vision for the future: A world where every child gets to grow up in a safe, permanent, loving home. It’s a simple dream, but we are unfortunately a long way from realizing it.  In the past two years alone, more than 2,500 children in CASA of Lexington’s four-county service area have suffered abuse or neglect. Those children have likely suffered trauma due to how their caretakers have treated them. Many also suffered trauma when they were removed from their homes. Now, many live in foster care, residential treatment, or with relatives. They may not be sure if anyone really loves them or cares about them. Their worlds are filled with uncertainty, worry, fear, and constantly changing faces. Without someone looking out for their best interests, they may also be missing out on therapy to address their trauma or falling behind in school.

The Hard Reality 

Kentucky has been the worst state in the nation for child abuse and neglect for three years in a row. It will be difficult to get from where we are to where we want to be. For every 1,000 children, there were more than 20 cases of abuse or neglect in 2020. The national average was just under 9 cases per 1,000 children.  That means children are more than twice as likely to be abused or neglected in Kentucky than they are in the nation as a whole. It’s a hard reality to face. And there is no easy solution. But CASA of Lexington does have a small piece of the puzzle figured out.

Volunteers Making Connections

Our volunteers are doing their part to change things for the better, one case at a time. Court-Appointed Special Advocate (CASA) volunteers are trained community members who are assigned by a judge to children who have been abused or neglected. CASA volunteers visit the children regularly, becoming a consistent presence in their sometimes wildly inconsistent lives. They get to know the children on their case personally and invest time in them like no one else can. They interview adults involved in the children’s lives and have a court order giving them access to all of the children’s records, including medical and school records. Before every hearing in a child’s case, the CASA volunteer writes a report for the judge that summarizes what’s going on in the child’s life, what services they need, and what actions could speed up permanency. Those reports better inform the judge’s decisions, changing the trajectory of the child’s future.

One of our CASA volunteers discovered a little girl was in need of glasses when no one else had been able to spend the time to figure that out. The girl was headed into remedial reading classes, but soon after receiving glasses as the CASA volunteer recommended, she was moved into the advanced reading group.  Another pair of CASA volunteers — a couple who work cases together — helped the parents of the children on their case find real help for their substance misuse problems. They also connected them with a church community and helped them reach a place where they could be reunited with their children. CASA of Lexington volunteers work hundreds of cases like these each year. In 2020, our CASA volunteers advocated for 583 children. It’s a small fraction of the total children in need, but each child we help is a step on the path to our better future.

The Results

The children we help are more likely to succeed in school and far less likely to re-enter the foster care system after finding a permanent home. They are less likely to be moved around during their cases and their cases close five and a half months sooner on average. Children today become adults tomorrow. The quality of their childhood determines a lot about the quality of their adulthood. By meeting some of our neediest children where they are and helping improve their lives, CASA volunteers are making better futures possible for all kinds of future adults. Their impact can last for generations.

Get Involved

You can be a part of our better future. You can support CASA of Lexington financially by donating online at or calling (859) 246-4313. You can learn more about becoming a CASA volunteer at or by emailing And you can help raise awareness by telling other people about CASA’s vision for a better future.

Ben Kleppinger 
Community Engagement Coordinator
CASA of Lexington
CASA volunteer


Rick Boone, Consultant at Peer House, LLC, shares why you should be concerned with internal controls in your business. (video: 0:40)

Do you know about ‘fraud triangle’ in your business? Here is a quick tip from Ozlem Eva Davis, owner of Peer House, about some sound accounting controls to protect your business. (video: 0:50)


Mallory Ragland, staff accountant at Peer House, LLC shares the importance of segregation of duties for fraud prevention. (video: 0:49)

Hiring. The one process every organization has in common, regardless of industry. It points to an ongoing human capital supply and demand equation: companies need people and people need jobs! It seems like a simple formula to solve, right? Well, not always. The world of work as we know it is ever evolving, and new recruiting challenges continue to impact companies and their ability to secure great talent. Let’s examine a few ways that can help you stand out from the competition and enhance your hiring methodology:


1. Create a Recruiting Strategy that Promotes Transparency

All recruiting starts with simply determining that a hire need exists. But the reasons why that need exists can vary greatly depending on where your business sits. Is this a replacement or a new position that needs to be filled? Is the work expanding in a department or do you need to truly create a new role for your business? There are a lot of decisions that are often made quickly in planning for a hire. But before you post that Indeed ad, it is important to make sure everyone is aligned with the role you are trying to fill and that all involved have put in the proper prep work. Gain total team agreeance on the job description and duties. Sometimes that means creating a job description from scratch or entirely reformatting a description to update with what a role truly encompasses. Also, make sure the budget is agreed upon in advance to assure the hiring process will not be held up later. Once this is all confirmed, communicate transparent information with those involved in the hiring process – manager and candidate alike. Sharing details about the role, the expectations and the impact can all go a long way towards assuring synergy in your hiring process.


2. Enhance Employer Branding

Once you have really mapped out the role and responsibilities, the next step is to advertise to the market and let prospects know you are ready to make a hire. The big challenge here is that barring a few niche role exceptions, you likely aren’t the only employer seeking talent with the advertised skills. So, how can you stand out? Understand that many employers will simply just “go through the motions” of posting a job on a job board with just a copy of the job description. The revelation here is that a job description and a job posting should be classified as two separate things altogether. A job description is a formal document created for HR to outline the essential functions of a position. A job posting is an advertisement that should seek to accomplish at least three things. First, it should share the critical details of a job description in an easy-to-read summary. Secondly, it should provide compelling reasons for a candidate to consider the job and speak to what it could mean for their career. Finally, it should mention the value proposition of why they would want to work for the company, and what makes that company unique and the opportunity exciting. Partner with marketing and center a talent community and outreach campaign around testimonials, accolades, activism, culture and other relevant company content that highlights your organization. Focus efforts on the selling points of why someone should consider that job and your organization, and you start the candidate conversation with a sincere and welcoming invitation. Don’t forget to include the diversified audience in your messaging. Helping a candidate learn what your company and culture is about through various channels in advance will ultimately lead to better, more informed hires.


3. Maximize Recruiting Steps

When it comes to recruiting steps, companies should have two goals in mind – 1) Evaluate the candidate and their capability to fit in with a team and perform the job. 2) Provide the candidate appropriate exposure to the business, team and culture through a positively enacted candidate experience. Companies can drastically vary their hiring steps as a candidate moves from an applicant to a hired employee. While the perfect number of recruiting steps may differ by organization, the goal should always be the same. Recruiting steps should be meaningful, have intentional results and be executable in a reasonable amount of time. Work closely as a hiring team to outline your process. No more. No less. Receive buy-in from the team and think through steps that are most critical, so everyone is aligned. Maybe the process is to have intensive in-depth one on one interviews with technical candidates. Or maybe the best process for a hospitality role is to bring in every candidate that passes a phone screen for a panel interview and pick the top choice that same day. You also want to make sure you are thinking about DE&I in your recruiting steps. Are you being inclusive in how you recruit? Are you making an effort to remove unconscious bias? Also, be sure the interview steps align with business needs. In some cases, virtual interviews can expedite the process or work better for a business, but in other cases this may not make sense. We have clients in service industries that prefer all the interviews to take place offsite except for the final interview. Other clients in the manufacturing industry quickly prefer to bring candidates onsite to preview the environment and interact with the team. How many steps should you have? My general rule of thumb is, less is better. This helps for a better overall candidate experience and timelier hire. Start with three basic recruiting steps- a phone interview, an in-person interview, and a final interview. From here additional steps or proficiency assessments can be woven in if it is deemed that they add value.


4. Purposeful Interviews for Better Comparisons

Hiring manager interviews are always a work in progress across industries. At one extreme companies adopt the same set of questions for all roles, while others have absolutely no guidelines in for the interview process and related questions. Some companies are reinventing the wheel every single time. Recruiting and HR teams are often asked to step in and streamline which questions will be used in an interview and assist in analyzing the candidate response to those questions. One school of thought offers that interviews only present a 6% effectiveness in determining whether a candidate is a right match for the role. Others believe interviewing helps break the ice and reinforces the compatibility of a candidate’s personality and skillset with their potential future role. I personally believe a combination of both objective and subjective question sets with added behavioral based questioning is the best interview formula for decision making. Evaluate what the candidate has done recently, why they are interested in the role, and move into matching the checklist of requirements to their background. Next, utilize situational questioning to help understand a candidate’s work logic, how they react and how well they can communicate. Before interviewing begins for the position, standardize the list questions you will ask to all candidates. This sets up a consistent comparison. In the pre-work, think ahead as needed and customize questions to align with each role. You can’t fit everything into a box, so don’t try to. You need to ask different questions for a marketing candidate versus an accounting candidate. Do get ahead of important things like salary requirements, experience and credentials, along with education verification. Do not go off script and find yourself in a position of bias, asking questions not pertinent to the hiring decision, or infringing on protected classes. Make sure hiring managers are well trained in the interview process.


5. Elevate the Candidate Experience

Hiring an employee is a process! And that process isn’t just felt by the hiring team, it’s also felt by the candidate. It is important to recognize that the candidate’s first impression starts with the moment they click on the job advertisement and continues throughout the entirety of the interviewing and hiring process. While you are evaluating a candidate, they are simultaneously evaluating you. Was the application process simple? Are you prompt in your response? If you promise to get back to them by Tuesday, are you following through on what you say? If you agreed to chase down that specific business statistic the candidate asked about in the interview process, did you circle back and provide it? This is all part of the candidate experience. Some companies leave quite a good impression in this arena. Others, not so much. There is always room for improvement. I believe the candidate experience to be an important part of the recruiting process that should be consistently evaluated and tweaked accordingly. Consider this, you have a candidate that believes in your company and is impressed by the recruiting process and all interactions along the way – they are much more likely to accept your competitive offer versus others. Candidates are pursuing more than just the highest potential salary, they want to feel an honest and trusting connection to their prospective employer. News flash – This is about building an employee relationship from ground zero.


6. Trust in the Selection Process

What makes a good employee? How do we know we are making the right hire? This decision often detracts and haunts many hiring managers in their pursuit of finding the “perfect” hire. We refer to this as “the search for the purple squirrel” or “unicorn.” The reality is, you never really find the purple squirrel, and anyone that tells you that they can find them may spend their spare time selling snake oil. Hiring is complex because of one thing – you are dealing with humans. Humans have good days and bad days. They can make good choices or poor choices. No two are alike. You can objectively judge someone’s experience on paper, but once you throw in the humanity ingredient the dish will be different every time. It is impossible to not accept level of assumed risk and trust when hiring someone. In the final selection, what we are ideally looking for is the best possible match for your position and culture. This is a combination of finding the right experience, skills, potential, personality attributes and team compatibility a candidate demonstrates. If we are doing this right, we are evaluating from the moment we first see the candidate’s resume throughout the interview and assessment process, all the way up to the final conversation. The structure of your process will drive your hiring success. You set your bars and criteria along the way. Provide opportunity for candidates to demonstrate their abilities and capabilities to the hiring team. Trust the process and the best candidate will ultimately emerge.


Effective recruiting is all about gauging the success of the process you put into place and the hires you have made. These six areas of optimization help shape a framework towards better effectiveness and better outcomes in the long run. However, putting an effective recruiting process in place takes time and requires constant nurturing. As you work to make improvements remember these tips: Never rush your decisions. Trust and accept the process. Be consistent until the end. And always remember, hiring isn’t the same as deciding a lifelong marriage. No one has a crystal ball into the long-term viability of a hire and rarely in today’s work world do people remain in a position or with one company for the life of their career. Hiring should always be a decision made to positively fuel the immediate needs of the business. Once you get that great hire in the door, then the real work starts! Retention.


By John Coffee IV

As Hanna Resource Group’s Director of Talent Acquisition, John brings over 15 years of experience in the talent industry with specialties ranging from acquisition, outsourcing, staffing, recruitment, and more. Prior to HRG, John achieved success as an Implementation Leader and as a Senior Talent Acquisition Business Partner for over 7 years with ManpowerGroup, driving talent acquisition initiatives across multiple lines of business from mid-level to C- suite throughout the US, Canada, Mexico and other global markets. John takes pride in his ability to optimize technology and provide insight into market and competitive intelligence in the recruiting space. He has deep exposure working across a wide range of recruitment technology including CRM, ATS and VMS tools in various sized companies. He is relentless in his pursuit to enhance ROI on talent investment and has dedicated his career to finding the right people, for the right job!


Director, Talent Acquisition – Technology

Arya Davis is a Rainbow Artist who wants to participate and share her personal Leadership Tip that has guided her for seven years. She has been able to gather many business best practices from Peer House, LLC and looks forward to using them in the future. For now, she is a happy and spunky second grader and Martial Arts USA student. Arya loves playing with Cookie Bailee and painting rainbows 🌈 🧑‍🎨 🖼. Proud parents: @Ozlem Eva Davis & Michael T. Davis

Ozlem Eva Davis, Owner of Peer House, LLC shares how providing clarity can unlock key performance among your team.