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Numa

Senior Manager, Internal Audit (m/f/d)

Berlin, Berlin, Germany; GermanyGermany
Manager · Finance
POSTED 25 AUG
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Role
76 days opentrue age
Posted 25 Aug
Pay
€58k–€83kno pay posted
Market p25–p75
€58k–€83k
Berlin · n=61 · 365d to 6 Nov
CompanyNuma →
20open roles
Opened · 30d
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Closed · 30d
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Market
73,298open · Manager Other
Opened · 7d
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624,471open
All tracked boards · live 10 Nov · n=73,298

ABOUT NUMA

Hey there! We’re Numa, a forward-thinking hospitality brand redefining how people discover cities. We create spaces where simplicity meets innovation, offering thoughtfully designed rooms, studios, and apartments in the heart of Europe’s most vibrant neighbourhoods.

We’re not just transforming the guest experience—we’re revolutionizing the hospitality industry from the inside out. Our cutting-edge technology streamlines operations, delivering unparalleled value with no hidden fees—just real, quality experiences.

At Numa, we believe that travel should be curious and authentic, and we bring those same values to our work culture. As part of our team, you’ll experience a dynamic and supportive environment where creativity thrives, and your contributions make a real impact. We’re committed to fostering a diverse, inclusive, and equitable workplace where every voice is valued, and different perspectives fuel our innovation.

Role Summary

This is not a daily operations role. You are not in every posting and every invoice — the partner runs the

day-to-day. You operate in review and assurance mode, on a defined risk-based cycle, and you go deep

where the risk and the value are.

For every finding, you run the same loop:

  • Review. Examine the monthly numbers, the underlying bookings and the methods behind them —

substantively, not just for plausibility. Work from a risk-based review plan that you set and update:

high-risk accounts, new properties, unusual lease structures, new markets, material judgements.

  • Diagnose. Establish what is actually wrong and why. Distinguish a one-off keying error from a

systematic misapplication of a method from a genuine gap in guidance — the remedy is different in

each case.

  • Correct. Get it fixed in the current period: instruct and agree the correcting entries with the partner,

and in exceptional cases post or adjust yourself. Nothing material carries forward unresolved.

  • Standardise. Where the root cause is systematic, define the correct treatment as a binding group

standard — the accounting position, the booking logic, the required evidence, the responsible party

and the control that catches it next time.

  • Document. Write it into the group accounting manual and the relevant working instruction, in a form

the partner’s team can apply without asking you.

  • Enable. Walk the partner’s team through it, explain the business context behind the rule, and make

sure it is understood rather than merely received.

  • Re-test. Verify in the next cycles that the standard is being applied. Track it in your findings log until

it is demonstrably closed.

Your posture towards the partner is cooperative, not adversarial. You are their interface to Numa

and their access to business context — and at the same time the person who steers their output from

Numa’s perspective and holds the technical line. You carry a functional mandate to set accounting

requirements, with escalation to the CFO where they are not met

Key responsibilities

Monthly close review and assurance

  • Review the monthly numbers before they reach management reporting: P&L by property, entity,

brand and market, balance sheet, and the contribution margin cascade from CM1 through to

EBITDA and below

  • Perform substantive review of high-risk areas: accruals and cut-off, provisions, revenue recognition,

deferred revenue and prepayments, rent and lease accounting, intercompany, capitalisation, and

cost allocations

  • Reconcile the accounting record back to operational source data — PMS and booking data, PSP

and channel settlements, city tax, payroll — and investigate the differences rather than plugging

them

  • Challenge month-on-month and versus-budget movements that the numbers cannot explain, and

trace them to the underlying bookings

  • Own a documented sign-off gate: what has been reviewed, what was found, what was corrected,

and what remains open with an owner and a date

Accounting standards, methods and policy

  • Own Numa’s group accounting manual — the single, binding reference for how every material

transaction is treated across all entities and markets

Source · NumaFirst seen 7 NovOriginal ↗