Wessels Administratie Groep | Administratie Belastingen Control


A controller will always try to get or keep the business “in control”. A controller focusses on the internal and external information, the administrative organization and internal control, improvement of systems, processes and procedures and financial planning and control (budgeting, reporting, analysis and forecasting).


Within larger organizations, it is often virtually impossible for one or a few individuals to monitor all activities and ensure that processes are in place and function well (responsible, controlled and according to plan). The controller position is often devided in multiple roles. Each role has different accents. A distinction is often made between Financial Control, Business Control and Managerial Control. In very large and complex organizations a distinction often is made between Sales Control and Operational / Production Control. Of course, the division is not always clear and easy. To get an idea of the duties, powers and responsibilities of a controller an inexhaustible list of items that may belong to the role of a controller is given below:

  • Being a business partner;
  • Member of the management team;
  • Supporting the strategic planning process;
  • Financing;
  • Risk management;
  • Mergers and acquisitions;
  • Corporate law;
  • Accounting & reporting;
  • Analyzing the financial administration;
  • Annual report;
  • Preparation of internal and external management reports;
  • Financial gap analysis (budget / actual / forecast);
  • Corporate taxes;
  • Business information systems;
  • Management and organisation;
  • Operations and supply chain management;
  • Control the sales process;
  • Analysis of contracts and agreements;
  • Analyzing payment terms and delivery conditions;
  • Preparation and measurement of operational KPI’s (Key Performance Indicators);
  • Analyze the manufacturing process;
  • Analyzing manufacturing variance;
  • Costing.


A controller is often critical and gives solicited and unsolicited advice; even if it is unpopular and goes against the (often short-term) interests of one or a few individuals, but in the interest of the company or the big picture (and thus the long-term). This sometimes makes the role of controller extremely complex and challenging, but also very interesting.