Administration Specialist
- Managed end-to-end AR & AP processes
- Prepared and posted monthly accrual, reversal, amortisation, depreciation and adjustment journal entries
Long-term clients5
Retained since 2020
Support hours~7,400
Delivered across engagements
First response<2hrs
Same business day, weekdays
Standard load30hrs/wk
Per monthly retainer
How I think about the work
A tidy system beats a heroic week.
More than six years across administration, finance operations and project control. The pattern is always the same: the work isn’t hard, it’s scattered. My job is to gather it into one place, write down how it runs, and keep it running.
- Written first. Every recurring task gets a short SOP, so cover is never a single point of failure.
- Refresh, don’t rebuild. Reports are formula-driven so next month is fifteen minutes, not two days.
- Only what needs you. A daily digest lists decisions for you; everything else is handled and logged.
Summary of roles and expertiseThree hats,
Three hats,
one desk.
The same person who posts your month-end journals can track your project spend and keep your calendar straight — so nothing falls between handoffs.
Project Controller
- Cost budgeting and control for CAPEX and OPEX
- Tracked project spend vs budget and flagged variances
- Prepared financial and project performance reporting for stakeholders
Virtual Assistant
- Data entry & document organisation
- Calendar management & appointment scheduling
- Vendor / product research & price comparison
- Market research & content summarisation
- Flexible, all-round assistant for daily business needs
What I doEight lanes,
Eight lanes,
one retainer.
Pick one lane or combine several into a single monthly retainer. The two highlighted are where most clients start.
AR / AP & month-end close
Invoices issued and chased, vendor bills matched, and the month-end accruals, reversals, amortisation and depreciation posted on time.
AR agingAP matchingJournal entries
CAPEX / OPEX cost control
Budget, committed and actual tracked side by side, variances flagged before they land, and a clean pack for stakeholders.
Budget vs actualVariance flagsPO tracking
Reporting & dashboards
Raw exports turned into dashboards in Excel, Google Sheets or Power BI — formula-driven, so next month is a refresh.
Excel / SheetsPower BIRefreshable models
Data entry & document organisation
High-volume entry with a checked error rate, tidy folder structures, consistent naming, and a validation sheet for the next batch.
Bulk entryFiling structureValidation rules
Calendar & appointment scheduling
Scheduling across time zones, confirmations and reminders, meeting prep notes, and follow-ups tracked so nothing slips.
Time-zone schedulingRemindersMeeting notes
Inbox management
Daily triage against rules you approve, drafted replies in your voice, and an end-of-day digest of what needs you.
Triage rulesDraft repliesDaily digest
Vendor & market research
Product and vendor shortlists with price comparisons, plus market research condensed into a one-page summary you can act on.
Price comparisonShortlistsSummaries
Project & task coordination
Tasks and sub-tasks set up with owners and due dates, status roll-ups, and the follow-up that keeps a project on its dates.
Microsoft ProjectClickUp / MondayStatus roll-ups
Where a 30-hour week goes % of retainer
Admin & inbox40% · 12h
Reporting & data28% · 8.4h
Project coordination20% · 6h
Client support12% · 3.6h
Typical turnaround hours
Inbox triage
2
Report refresh
4
Data entry batch
8
Research brief
24
06121824
Case file 01 · DeliveredMonthly variance
Monthly variance
pack, rebuilt.
Figures shown are from the anonymised twin of the delivered workbook — names fictional, every figure scaled.
A 23-sheet variance workbook turned into seven report pages that recalculate themselves.
The client’s monthly pack was a 17 MB binary workbook: 92,000 general-ledger rows, a separate budget sheet, and a dashboard tab whose department section had been blank for months. I rebuilt the reporting layer on the same data — every figure a live SUMIFS against the source sheets, so next month is a refresh rather than a rebuild.
GL rows92,196
Sheets25
Live formulas12,111
Charts12
Formula errors0
Monthly pack2d→15m
Opex · Jul39.0bn
vs 41.1 budget · −5.3%
Capex · Jul94.8bn
vs 117.0 budget · −18.9%
Opex · YTD220.3bn
76.7% of 287.2 budget
Capex · YTD586.0bn
78.1% of 750.3 budget
Travel · Jul35.7m
1,633 trips · 5,275 days
Opex — actual vs budget Rp bn
Capex — actual vs budget Rp bn
Over-spent items, July Rp bn
| EP category | Actual | Budget | Variance |
|---|---|---|---|
| General & Admin | 7.39 | — | +7.39 |
| Other Direct Opex | 2.88 | — | +2.88 |
| Manpower | 22.27 | 20.55 | +1.73 |
| Other Operating Costs | 0.21 | — | +0.21 |
| Site Maintenance Cost | 5.17 | 5.03 | +0.14 |
Three of the five have no budget line at all — the finding that mattered more than the overspend itself.
What was delivered
- Seven report pages — dashboard, opex, capex, travel, two budget pages and an SPPD recap, each with KPI tiles, formatted tables and charts.
- Live formulas, not pasted values — 12,111 SUMIFS and COUNTIFS reading the ledger and budget directly; verified at zero errors.
- Two derived columns so activity codes roll up to EP category and cost classification — what made the department view work at all.
- Navigation on every sheet — home button, sheet dropdown and a jump button on HYPERLINK, so the file stays macro-free.
- An anonymised twin — fictional names, scaled figures, and Amount = Debit − Credit still holds on all 92,196 rows.
Sample sheets · one per roleFive sheets,
Five sheets,
open on the desk.
Representative tables from the kind of work Sherley does every month. Click any calculated cell to see the formula behind it. Sample data — companies and people are fictional.
G3
fx
| A | B | C | D | E | F | G | H | I | J | K | |
|---|---|---|---|---|---|---|---|---|---|---|---|
| 2 | Customer | Invoice | Inv. date | Due date | Amount (IDR) | Current | 1–30 | 31–60 | 61–90 | > 90 | Status |
| 3 | PT Alpha Nusantara | INV-2607-014 | 03-Jul-26 | 02-Aug-26 | 48,750,000 | – | 48,750,000 | – | – | – | 29 days |
| 4 | PT Bina Cakrawala | INV-2607-022 | 10-Jul-26 | 09-Aug-26 | 126,400,000 | – | 126,400,000 | – | – | – | 22 days |
| 5 | PT Cipta Daya Mandiri | INV-2606-031 | 12-Jun-26 | 12-Jul-26 | 72,300,000 | – | – | 72,300,000 | – | – | 50 days |
| 6 | PT Dwi Karsa Utama | INV-2605-009 | 08-May-26 | 07-Jun-26 | 35,900,000 | – | – | – | 35,900,000 | – | 85 days |
| 7 | PT Eka Prima Sentosa | INV-2608-004 | 05-Aug-26 | 19-Sep-26 | 210,000,000 | 210,000,000 | – | – | – | – | Current |
| 8 | PT Fajar Lintas Benua | INV-2604-017 | 02-Apr-26 | 02-May-26 | 18,450,000 | – | – | – | – | 18,450,000 | 121 days |
| 9 | PT Graha Melati Indah | INV-2608-011 | 19-Aug-26 | 18-Sep-26 | 64,200,000 | 64,200,000 | – | – | – | – | Current |
| 10 | PT Harmoni Teknik Jaya | INV-2606-040 | 28-Jun-26 | 28-Jul-26 | 97,650,000 | – | – | 97,650,000 | – | – | 34 days |
| 11 | TOTAL | 673,650,000 | 274,200,000 | 175,150,000 | 169,950,000 | 35,900,000 | 18,450,000 | 59.3% overdue |
| A | B | C | D | E | F | |
|---|---|---|---|---|---|---|
| 2 | Date | JE no. | Account | Description | Debit (IDR) | Credit (IDR) |
| 3 | 01-Jul-26 | JV-2607-001 | 6203-001 Site electricity | Reverse June accrual – site electricity | – | 11,500,681 |
| 4 | 01-Jul-26 | JV-2607-001 | 2105-002 Accrued expenses | Reverse June accrual – site electricity | 11,500,681 | – |
| 5 | 31-Jul-26 | JV-2607-014 | 6203-001 Site electricity | Accrue July electricity (invoice pending) | 12,180,000 | – |
| 6 | 31-Jul-26 | JV-2607-014 | 2105-002 Accrued expenses | Accrue July electricity (invoice pending) | – | 12,180,000 |
| 7 | 31-Jul-26 | JV-2607-015 | 6301-004 Preventive maintenance | Accrue July maintenance – 3,414 km | 495,413,213 | – |
| 8 | 31-Jul-26 | JV-2607-015 | 2105-002 Accrued expenses | Accrue July maintenance – 3,414 km | – | 495,413,213 |
| 9 | 31-Jul-26 | JV-2607-018 | 6205-001 Rent expense – office | Amortise prepaid office rent (month 26 of 36) | 15,833,333 | – |
| 10 | 31-Jul-26 | JV-2607-018 | 1403-001 Prepaid rent | Amortise prepaid office rent (month 26 of 36) | – | 15,833,333 |
| 11 | 31-Jul-26 | JV-2607-021 | 6801-002 Depreciation – equipment | Monthly depreciation – test equipment | 8,925,000 | – |
| 12 | 31-Jul-26 | JV-2607-021 | 1502-009 Acc. depreciation – equipment | Monthly depreciation – test equipment | – | 8,925,000 |
| 13 | 31-Jul-26 | JV-2607-024 | 6103-003 Bank charges | Reclass bank charges out of project cost | 1,240,500 | – |
| 14 | 31-Jul-26 | JV-2607-024 | 6401-001 Other project expenses | Reclass bank charges out of project cost | – | 1,240,500 |
| 15 | TOTAL | Dr − Cr = 0 ✓ balanced | 545,092,727 | 545,092,727 |
| A | B | C | D | E | F | G | H | |
|---|---|---|---|---|---|---|---|---|
| 2 | Cost line | Type | Budget (IDR) | Committed (IDR) | Actual (IDR) | Remaining (IDR) | % used | Flag |
| 3 | Fibre rollout – feeder cable | CAPEX | 1,850,000,000 | 1,620,000,000 | 1,402,500,000 | 447,500,000 | 75.8% | On track |
| 4 | Fibre rollout – distribution | CAPEX | 2,400,000,000 | 2,310,000,000 | 2,268,000,000 | 132,000,000 | 94.5% | Watch |
| 5 | ODP / ODC cabinets | CAPEX | 640,000,000 | 655,000,000 | 655,000,000 | (15,000,000) | 102.3% | Over budget |
| 6 | Permits & right-of-way | CAPEX | 420,000,000 | 180,000,000 | 126,000,000 | 294,000,000 | 30.0% | On track |
| 7 | Preventive maintenance | OPEX | 560,394,350 | 560,394,350 | 495,413,213 | 64,981,137 | 88.4% | On track |
| 8 | Site electricity | OPEX | 9,800,000 | 9,800,000 | 1,700,681 | 8,099,319 | 17.4% | On track |
| 9 | Local loop lease | OPEX | 113,250,000 | 113,250,000 | 83,250,000 | 30,000,000 | 73.5% | On track |
| 10 | Data-center rent | OPEX | 59,491,667 | 77,028,794 | 77,028,794 | (17,537,127) | 129.5% | Over budget |
| 11 | TOTAL | 6,052,936,017 | 5,525,473,144 | 5,108,892,688 | 944,043,329 | 84.4% |
| A | B | C | D | E | F | G | H | |
|---|---|---|---|---|---|---|---|---|
| 2 | Vendor | Phase | Target (km) | Actual (km) | Achievement | Outstanding (km) | Rank | Status |
| 3 | Vendor A | Phase 1 – North | 42.0 | 40.6 | 96.7% | 1.4 | 3 | On target |
| 4 | Vendor B | Phase 1 – South | 38.5 | 31.2 | 81.0% | 7.3 | 4 | Behind |
| 5 | Vendor C | Phase 2 – East | 55.0 | 53.9 | 98.0% | 1.1 | 1 | On target |
| 6 | Vendor D | Phase 2 – West | 47.5 | 33.1 | 69.7% | 14.4 | 5 | Bottleneck |
| 7 | Vendor E | Phase 3 – Central | 30.0 | 29.4 | 98.0% | 0.6 | 2 | On target |
| 8 | Vendor F | Phase 3 – Ring | 36.0 | 24.8 | 68.9% | 11.2 | 6 | Bottleneck |
| 9 | TOTAL | 249.0 | 213.0 | 85.5% | 36.0 |
| A | B | C | D | E | F | G | |
|---|---|---|---|---|---|---|---|
| 2 | Task | Sub-task | Owner | Start | Due | Status | Progress |
| 3 | Site survey batch 1 | Collect survey forms | R. Hana | 01-Jul-24 | 05-Jul-24 | Done | 100% |
| 4 | Site survey batch 1 | Upload photos & coordinates | R. Hana | 03-Jul-24 | 08-Jul-24 | Done | 100% |
| 5 | Permit submission | Prepare permit letters | A. Bayu | 08-Jul-24 | 19-Jul-24 | Done | 100% |
| 6 | Permit submission | Follow up municipal office | A. Bayu | 22-Jul-24 | 16-Aug-24 | Done | 100% |
| 7 | Material request | Consolidate BoQ per cluster | S. Suciati | 29-Jul-24 | 09-Aug-24 | Done | 100% |
| 8 | Material request | Raise PO & track delivery | S. Suciati | 12-Aug-24 | 30-Aug-24 | Done | 100% |
| 9 | Weekly reporting | Progress deck to PM | S. Suciati | 05-Aug-24 | 27-Sep-24 | In progress | 75% |
| 10 | Handover docs | Compile as-built package | D. Citra | 02-Sep-24 | 27-Sep-24 | In progress | 40% |
| 11 | SUMMARY | 6 of 8 sub-tasks done | 89% |
More selected work · 2023–2026
More case files.
Client names withheld; figures anonymised. Two of these come with a sample sheet above.
Case file 02 · Apr–Jun 2026Delivered
Real-time Power BI dashboard for fibre-optic cable pulling
Built a live dashboard tracking FO cable-pulling progress across vendors and phases: daily data, achievement vs target and outstanding work, with a vendor performance ranking, trend charts and conditional formatting that flags under-performing areas — so the team spots bottlenecks early and keeps the project on track.
Case file 03 · Jul–Sep 2024Delivered
Project task board set-up and follow-through
Set up the project in a task-management tool: tasks broken into sub-tasks, each assigned to a team member with a due date, then kept current through weekly follow-ups and a progress report to the project manager.
Case file 04Ongoing
Inbox reset for a two-founder consultancy
Cleared a 1,400-message backlog, then built the system behind it: four triage buckets, saved replies for the twelve most common questions, and a 5 p.m. digest listing only what genuinely needed a founder.
Held under 20 open threads since
Onboarding, in orderFrom first message
From first message
to hands-off.
Everything happens in writing — no calls to book, and you keep a record of every decision.
Start01
Message me
Write me the tasks eating your time and the tools you already pay for. Everything starts in writing, so it’s on record.
02
Scope & access
A written scope with hours, turnaround and escalation rules. Access through your password manager — never over email.
03
Two-week pilot
I run the work while documenting it. You review a short daily note in chat and correct anything drifting from your judgement.
Done04
Steady state
The SOP is written, the board is live, and you switch to a weekly written summary instead of daily check-ins.
Day-to-day stack
Tools & platforms.
Happy to learn yours — most new tools take a week to get fluent in.
Spreadsheets, Data & BI
- ExcelFormulas, PivotTables, data analysis
- Google Sheets
- Power BI
- Dashboard development & reporting
Project & Task Management
- Microsoft Project
- ClickUp
- Monday.com
- Trello
- Canva
Microsoft 365
- Teams
- Zoom
- Outlook
- SharePoint
Accounting & Financial Systems
- Xero
- Acumatica
- QuickBooks Online
Working togetherThe fine print,
The fine print,
kept short.
Engagement models
| Monthly retainer | 30 hrs/wk |
| Part-time support | 10–15 hrs/wk |
| Fixed-scope project | 1–4 weeks |
| Overflow / cover | Ad hoc |
Retainers include a shared task board, a weekly written summary and handover notes.
How I handle your access
Credentials come through a shared password-manager vault, never a message. I work under delegated accounts where the platform allows, keep a written log of what I touched, and revoke everything on the last day — no lingering access.
| English | Professional |
| Bahasa Indonesia | Native |
Good fit / not a fit
A good fit: founders, consultants and ops leads with recurring admin, messy records, or a reporting cycle that hurts every month.
Not a fit: cold calling, one-off tasks under two hours, or anything needing a licensed accountant or lawyer — I’ll point you to one instead.
Send mea message.
Less on your plate, more time for what matters.
What to include
- Your three biggest time sinks — the tasks that eat your week.
- The tools you already use — so I work inside your setup.
- The hours you’d like covered — 30 hrs/week is the standard retainer.
You’ll get a scope, an hours estimate and a flat monthly rate back within one business day — all in writing, nothing to schedule.
Contact
- sherley.ext@gmail.com
- Replies within one business day
- Jakarta, Indonesia · GMT+7
About the figures. The featured project uses the anonymised twin of a real deliverable, and the Excel work samples use fictional companies and people — no client data is exposed. Headline counts (clients, hours, response time) should be kept in line with Sherley’s own records. No testimonials are included by design; add them only with the client’s written permission and in their own words.