Twenty terms. Read them once, then let the Drill tab ask you with the card shut.
Debit and credit
Left and right, not good and bad
Every entry has two sides that must equal each other. Debit is simply the left column, credit the right. A debit increases an asset or an expense; a credit increases a liability, equity or income. Nothing about credit means 'money in' — a supplier invoice credits the payable and debits the cost.
Account
One named bucket in the books
A single line you post to: bank, trade payables, office supplies, sales. Every account has a number and a type, and the type decides which side increases it.
Chart of accounts
The list of every bucket you may post to
The company's full account list, numbered. Two companies doing identical work will have different charts. When people say a posting was 'coded wrong', they mean it went to the wrong account in this list.
General ledger
The complete record, all accounts together
The GL is where every transaction ends up. Subledgers — payables, receivables, fixed assets — hold the detail per supplier, customer or asset, and roll up into a single GL control account.
Journal entry
One posting, both sides, with a reason
The unit of bookkeeping: date, accounts, debit, credit, description and support. Manual journals are the ones a human writes rather than a system generating them, and they are what auditors look at first.
Subledger
The detail behind one GL line
Trade payables might be one line in the GL and four hundred open invoices in the AP subledger. They must agree. When they do not, that is a GL-to-subledger reconciliation break.
Accrual basis
Record it when it happens, not when it is paid
Cost belongs to the period the goods or service were received, whatever the invoice or payment date. This one idea is why accruals, prepayments and cut-off exist at all.
Accounts payable
What the company owes its suppliers
Your home ground. Invoices in, matched, coded, approved, posted, paid. A liability account, so it increases on the credit side.
Accounts receivable
What customers owe the company
The mirror of AP. An asset, increasing on the debit side. Invoiced, chased, collected, applied against the right invoice.
Purchase order
The promise to buy, before anything arrives
A numbered commitment stating what, how many, at what price. It is the control: it fixes the price before the supplier can invoice something else.
Goods receipt
Proof it actually arrived
Recorded when the goods or service are received, which is what makes accrual timing possible and what stops you paying for something nobody got.
Three-way match
PO, receipt and invoice must agree
Ordered what was received, received what was invoiced, at the agreed price. The single most important control in the purchase-to-pay cycle, and the thing most AP work is actually about.
Credit note
An invoice in reverse
Issued when something was overcharged, returned or wrong. It reduces what is owed. In AP you receive them; in AR you issue them.
Reconciliation
Two records of the same thing, made to agree
Compare, explain every difference, fix what is wrong, document what is timing. If you cannot explain a difference, you have not finished.
Trial balance
Every account's balance, in one list
Total debits equal total credits. It balancing proves the arithmetic, not the accuracy — a payment coded to the wrong supplier still balances.
Month-end close
Shutting the period so the numbers can be reported
A dated sequence: cut-off, accruals, reconciliations, review, lock. Run to a calendar, because everything depends on something else finishing first.
Fixed asset
Something bought to use, not to consume
A machine, a vehicle, a fit-out. Capitalised on the balance sheet rather than expensed, then written down over its useful life.
Depreciation
Spreading an asset's cost over the years it is used
A van bought for 300,000 over five years is 5,000 a month of cost, not 300,000 in one month. The posting is a debit to depreciation expense and a credit to accumulated depreciation.
Intercompany
Trade between two companies in the same group
One entity's payable is another's receivable. They must match, and on consolidation they cancel out. Same discipline as any reconciliation, different counterparty.
Vendor master data
The stored facts about a supplier
Name, address, payment terms, tax registration, bank details. Boring until it is wrong, at which point it is either a late payment or a fraud.
Level 0 gate
Six questions. Answer all six to unlock Level 0 in the Drill and Practice tabs.
A supplier invoice for office chairs arrives and is posted. What happens to accounts payable?
Payables is a liability, and liabilities increase on the credit side. The debit goes to the cost or the asset. Nothing happens to cash yet — that is the whole point of accrual: the obligation is recorded when it arises, not when it is settled.
Goods arrive on 29 March. The invoice arrives on 5 April. Which period carries the cost?
Accrual basis: the cost belongs to the period the goods were received. If the invoice has not arrived by close, you accrue for it. This is cut-off, and it is the single most common month-end error.
The three-way match compares which three things?
Ordered, received, invoiced. Each pair catches a different failure: PO against invoice catches a price change, receipt against invoice catches being billed for what never arrived.
The trial balance balances. What does that prove?
Only the arithmetic. An invoice posted to the wrong supplier, the wrong account or the wrong period balances perfectly. This is exactly why reconciliations exist as a separate control.
A company buys a delivery van it will use for five years. How is it treated?
It is bought to be used rather than consumed, so it goes on the balance sheet and its cost is spread across the years that benefit. Expensing it in one month would misstate both that month and the four years after.
The AP subledger shows 412,000 owed to suppliers. The GL trade payables account shows 418,000. What is this?
The subledger is the detail behind that GL line, so they must agree. A 6,000 difference is a manual journal posted straight to the control account, a timing difference, or an error — and until it is explained, the payables figure cannot be relied on.
Purchase to pay, end to end
WORKSHOP / FINANCE OPERATIONS
Would you release this invoice?
Compare the documents before you choose the next action.
You will be able to: Identify price, quantity and missing-document exceptions without guessing.
Choose before seeing the outcome. An incorrect answer is a reason to inspect the evidence.
No prediction yet.
Make the reasoning yours.
Explain your decision to a colleague: which evidence mattered, what you would do, and what you still cannot conclude.
Source material & how this exercise works
Teaching scenarios with fixed outcomes, not live tools or real transactions. No scores or level unlocks are awarded here. Source links checked 8 October 2026; external reading needs internet.
Why this module. This is the cycle behind every AP, P2P and kreditorbogholder role on your list. An interviewer will not ask you to define it — they will hand you an exception and watch what you do.
The happy path, in order
Six steps, and every control sits between two of them.
Requisition — someone asks to buy. Internal approval happens here, against a budget.
Purchase order — the commitment goes to the supplier: item, quantity, agreed price.
Goods receipt — it arrives and someone records that it arrived.
Invoice — the supplier asks to be paid.
Match and post — the three-way match runs; if it clears, the cost and the payable are posted.
Payment run — invoices due are paid in a batch, on terms.
The reason a no-PO invoice is such a problem is that it skips steps two and three at once: nobody agreed the price and nobody confirmed arrival, so there is nothing to match against.
The exceptions, which are the actual job
Exception
What it means
What you do
Price variance
Invoice price above the PO price
Within tolerance, it posts. Outside, it goes back to the buyer — not to the supplier. The buyer agreed the price.
Quantity variance
Billed more than was received
Check the receipt first. Usually a part delivery invoiced in full.
No PO
Invoice with nothing to match
Find the requester, get a retrospective PO or an approval. Track how often it happens and by whom — that number is what fixes it.
Duplicate
Same invoice twice
Catch it on supplier plus invoice number plus amount. Once paid, recovery is slow and embarrassing.
Blocked for payment
Matched but held
Find out who blocked it and why. Suppliers stop delivering over unexplained blocks.
Payment terms and why they are a negotiation
Net 30 means thirty days from invoice date. Net 30 EOM means thirty days from the end of the invoice month, which is materially longer. 2/10 net 30 offers a 2% discount for paying within ten days — and that is worth roughly 36% annualised, which is why finance teams chase it.
Paying early costs cash; paying late costs the relationship and sometimes a penalty. The payment run exists to make that a policy rather than a series of individual decisions.
Test — M1 — Purchase to pay
Answer all of them to unlock this module in the Drill and Practice tabs.
An invoice arrives for 10,000 against a PO for 9,400. Goods receipt shows everything arrived. What do you do?
The buyer agreed the price, so only the buyer can agree a new one. Going back to the supplier without that is how you end up in an argument you have no authority to settle. Many systems have a tolerance — within it, it posts automatically; outside it, it routes to the buyer.
Which pair of documents catches a supplier billing for goods that never arrived?
Only the receipt proves arrival. The PO proves what was agreed and would happily match an invoice for goods still sitting in the supplier's warehouse.
Your no-PO invoice rate has climbed to 30%. What is the most useful first action?
It is almost never spread evenly — a handful of people and suppliers usually cause most of it, and that is a solvable conversation. Blanket rejection punishes suppliers for an internal process failure, and raising tolerance hides the problem instead of fixing it.
A supplier offers 2/10 net 30. What is that actually worth?
2% for twenty days is about 36% a year. Being able to say that in an interview signals you understand working capital, not just invoice processing — and it is the kind of detail that separates a processor from an analyst.
What makes a duplicate payment hard to recover?
Once paid, you are asking for it back. A good supplier credits it; one in difficulty may not. This is why the control is preventive — matching on supplier, invoice number and amount before the payment run, not a report afterwards.
Order to cash, and getting paid
Why this module. The mirror of AP, and the half that decides whether the company has cash. AR, debitorbogholder and O2C roles are all on your Tier 1 list.
The cycle
Order — the customer commits. Credit is checked here, not later.
Delivery — goods or service provided, and recorded.
Invoice — raised promptly, because the clock starts at the invoice date.
Collection — the customer pays, or is chased.
Cash application — the receipt is matched against the right invoices.
Two steps quietly decide performance. Invoicing late moves every subsequent date. And cash application done badly produces customers being chased for invoices they have already paid, which destroys the credibility of the whole collections process.
Aging and what it is for
The aged debtors report buckets what is owed by how overdue it is: current, 1–30, 31–60, 61–90, 90+. It is not a list, it is a priority order.
Two things matter more than the total. Concentration — one customer being most of the 90+ column is a different problem from fifty small ones. And movement — a 90+ bucket that grew this month is deteriorating even if the total fell.
Dunning, and when to stop
Dunning is the structured reminder sequence: a polite note before due date, a reminder after, a firmer one, then a final demand. Structured, because ad-hoc chasing is inconsistent and cannot be defended.
The judgement is when to escalate to a stop on further supply. That decision is commercial, not accounting — it belongs to a sales or credit manager, and an AR specialist's job is to make sure it is taken with the facts in front of it rather than taken too late.
Test — M2 — Order to cash
Answer all of them to unlock this module in the Drill and Practice tabs.
A customer pays 47,500 against invoices totalling 50,000, with no remittance advice. What do you do first?
Guessing creates a phantom dispute: you chase an invoice they believe they paid. The 2,500 might be a credit note, a disputed line or a short payment with a reason. One email prevents a month of confusion — though if the customer will not say, applying oldest-first is the usual convention.
Total receivables fell this month, but the 90+ bucket grew. What does that tell you?
A falling total can hide a deteriorating book. New invoices paying on time reduce the total while the genuinely difficult debt ages further. Reporting the movement by bucket rather than the headline is what makes an AR report useful.
At which point in the cycle should a customer's credit limit be checked?
Once goods have shipped, the exposure exists whatever you decide afterwards. Checking at order is the only point where the answer can still change the outcome.
Invoicing regularly happens five days after delivery. What is the real cost?
Terms run from invoice date, so five days late invoicing is five days later payment on everything, every month, forever. It is one of the cheapest working-capital improvements available and it is almost always a process problem rather than a finance one.
A customer disputes one line on a large invoice. What is the usual correct handling?
A single disputed line should not delay the rest. Splitting it keeps cash moving and keeps the dispute visible as a dispute rather than hiding it inside an overdue balance.
The ledger, journals and cut-off
Why this module. The part most likely to have gone quiet. It is also what separates someone who processes invoices from someone who understands what the processing produces.
Debits and credits, without the mnemonics
One rule covers it: debits increase what the company has or has spent; credits increase where it came from or what it owes.
Account type
Increases on
Example
Asset
Debit
Bank, receivables, equipment
Expense
Debit
Rent, salaries, office supplies
Liability
Credit
Payables, loans, accruals
Income
Credit
Sales
Equity
Credit
Share capital, retained earnings
Accruals and prepayments
Both exist to put cost in the right period.
Accrual — you have had it, you have not been invoiced. December's electricity, billed in January. Debit the expense in December, credit accruals. Reverse it when the invoice arrives.
Prepayment — you have paid, you have not had it. Annual insurance paid in January. Debit prepayments, then release one twelfth to expense each month.
They are opposites and they are the two entries every month-end close is mostly made of.
What a manual journal has to carry
System-generated postings carry their own evidence. A manual journal does not, so it must bring its own: what it is for in plain words, the calculation behind the number, the support attached, who prepared it, who reviewed it, and whether it reverses next month.
Manual journals are where errors and fraud both live, which is why they are the first thing an auditor samples. A journal you cannot explain six months later is a finding.
Test — M3 — The ledger
Answer all of them to unlock this module in the Drill and Practice tabs.
December's electricity will be invoiced in January. What is the December entry?
The cost belongs to December, so the expense is recognised there and the other side sits in accruals as an obligation. It reverses in January so the incoming invoice does not double-count it.
Annual insurance of 24,000 is paid on 1 January. What happens in March?
Paying for twelve months in January does not make it a January cost. It sits in prepayments and one twelfth is released each month, so each month carries the cost of the cover it actually received.
Which is the strongest reason manual journals get audited first?
A system posting is constrained by the process that produced it. A manual journal can move anything anywhere, which is exactly why it needs its own preparer, reviewer and support.
A payment to a supplier is posted as debit bank, credit payables. What is wrong?
Paying reduces cash, so bank is credited, and it settles the obligation, so payables is debited. The entry as posted would increase both the bank balance and the amount owed — and it would still balance, which is the point about a trial balance proving nothing about accuracy.
Goods received on 30 September were not accrued, and the invoice posts in October. What is the effect?
It does even out across two months, which is exactly why people wave it away — but each individual month is wrong, and if anyone is measured or paid on monthly results, that matters. This is cut-off, and it is the most common close error there is.
Reconciliation, including intercompany
Why this module. Named in four postings in this search as a gap. It is not a gap — it is the same discipline you already do, applied between group entities. This module exists so you can say that with the detail to back it.
The method, whatever you are reconciling
Two independent records of the same thing.
Match what agrees, mechanically.
List what does not.
Classify every difference: timing (will clear itself), error (must be fixed), missing (must be posted), or unknown.
Unknown is not an allowed final state.
An aged unexplained difference is the thing that turns into a write-off, so a reconciliation is judged on whether the differences are explained, not on whether the number is small.
The four you will be asked about
Type
Against what
Typical differences
Bank
Bank statement vs GL cash
Unpresented payments, deposits in transit, bank fees not yet posted
Supplier statement
Supplier's ledger vs your AP
Invoices they sent and you never received, credit notes, disputed items
GL to subledger
Control account vs AP/AR detail
Manual journals posted straight to the control account
Intercompany
Your payable vs their receivable
Cut-off timing, currency, one side recorded and the other not
Why intercompany is treated as its own discipline
Mechanically it is the same as a supplier statement reconciliation. Three things make it harder in practice.
It must reach zero. With an external supplier a small aged difference can be written off. Intercompany balances are eliminated on consolidation, so a mismatch does not disappear — it lands in the group accounts as an unexplained figure.
Both sides are inside the company. You cannot simply ask the counterparty to send a statement and accept it; someone has to decide which entity is right, and that decision has a profit impact in two places.
It is time-boxed. Group reporting has a deadline, so intercompany differences must be agreed within the close calendar, which is why groups run a hard deadline for intercompany confirmations days before close.
Test — M4 — Reconciliation
Answer all of them to unlock this module in the Drill and Practice tabs.
A payment issued on 30 September clears the bank on 2 October. On the September bank reconciliation this is:
Both records are right; they just differ on date. Timing differences resolve themselves, which is precisely why classifying every difference matters — a timing item needs noting, an error needs fixing.
Your payable to a group company is 84,000. Their receivable from you is 91,000. Why does this matter more than a 7,000 difference with an external supplier?
That is the whole reason it is treated separately. With an external supplier you can carry or write off a small difference. Here the two sides are supposed to cancel, so 7,000 that does not cancel becomes a visible hole in the consolidated numbers.
Which of these is the correct final state for a reconciling item?
'Unexplained but immaterial' is how a small problem becomes an old one. Every item gets a classification and, where needed, an action — that is what distinguishes a reconciliation from a comparison.
Your AP shows 412,000; the GL trade payables control shows 418,000. What is the most likely cause?
That is the classic cause, and it is why control accounts are normally locked to manual posting. The subledger is the detail; anything posted to the control without a matching subledger entry breaks the relationship between them.
The group sets an intercompany confirmation deadline several days before close. Why?
Agreement needs two parties, an investigation and sometimes a correcting entry in one of them. Leaving it to the last day means the difference simply arrives in the consolidation unresolved.
Master data, and why it is a control
Why this module. You applied to master data roles at LEGO, Moment and Joe & The Juice, and interviewed for one. This is the module that makes the case you already understand why it matters.
What it is, and why finance cares
Master data is the stored facts a transaction reuses: who the supplier is, their terms, their tax registration, their bank details. It is created once and relied on thousands of times, which is what makes an error in it so expensive — it is not one wrong invoice, it is every invoice from that supplier until someone notices.
The three failures
Duplicates. The same supplier created twice, so spend is split across two records, terms differ, and duplicate-invoice detection silently stops working because the two invoices sit under different vendor numbers.
Stale terms. A renegotiated payment term never updated, so every invoice pays on the old one. Nobody sees it because each individual payment looks normal.
Bank detail fraud. The expensive one. An email asking to update a supplier's bank details, and the next payment run goes to a criminal. The control is to verify any bank change by calling a number you already held — never a number in the email requesting the change.
Segregation of duties
The person who can change a supplier's bank details must not also be able to approve a payment to that supplier. If one person can do both, one person can pay themselves.
This single rule is behind most of what look like pointless approval steps in AP systems, and being able to explain it is a credible answer to "why do you think this control exists".
Test — M5 — Master data
Answer all of them to unlock this module in the Drill and Practice tabs.
An email from a known supplier's usual contact asks to update their bank details before the next payment. What do you do?
A compromised or spoofed mailbox produces an email that looks exactly right. The only verification that survives is an independent channel using contact details you already had. Verifying after payment is not a control, it is a post-mortem.
A supplier exists twice in the master. What breaks that is easy to miss?
Spend reporting being split is the obvious cost. The dangerous one is silent: duplicate detection usually keys on vendor plus invoice number, so two vendor records turn a caught duplicate into a paid one.
Why must bank-detail maintenance and payment approval sit with different people?
That is segregation of duties in one sentence, and it is the reason behind most of the approval steps people find irritating. Being able to say it plainly is worth more in an interview than naming a framework.
What makes a master data error more costly than a transaction error?
A wrongly coded invoice is one invoice. Wrong payment terms on a vendor record is every invoice from that vendor, indefinitely, and each one looks individually reasonable — which is why it survives so long.
The month-end close, and the asset register
Why this module. Fixed assets were named as a gap in four postings — Epos, DPA, Thermo Fisher and Siemens. It is a small, learnable corner, not a discipline. This closes it.
The close as a calendar
A close is a dependency chain run to dates, not a list of tasks.
Day
What happens
−2 to 0
Cut-off: stop postings, confirm goods received not invoiced, intercompany confirmations
1–2
Accruals and prepayments, payroll, depreciation run
2–3
Reconciliations: bank, subledgers, intercompany
3–4
Review, variance explanation, corrections
4–5
Lock the period and report
Everything before reconciliation has to finish first, because reconciling a ledger that is still moving is wasted work. That dependency is why close is run to a calendar with owners rather than a checklist.
Capitalise or expense
The question: does this deliver benefit beyond the current period, and is it above the capitalisation threshold the company has set?
A 400-krone office chair is an expense even though it lasts years, because it is below threshold. A 300,000-krone van is capitalised. Repairs that keep an asset working are expensed; improvements that extend its life or increase its capacity are capitalised and added to the asset's value.
The line between a repair and an improvement is a genuine judgement, and it is exactly the kind of question an interviewer uses to find out whether you have done this or only read about it.
The register, depreciation and disposal
The fixed asset register is the subledger for assets: each asset with its cost, purchase date, useful life, method, accumulated depreciation and net book value. It reconciles to the GL like any subledger.
Depreciation is usually straight line — cost divided by useful life — posted monthly as debit depreciation expense, credit accumulated depreciation. Accumulated depreciation is a contra-asset: it sits on the asset side but carries a credit balance and reduces the net figure.
Disposal is the part people get wrong. Remove both the cost and its accumulated depreciation, compare the proceeds against the net book value, and the difference is a gain or loss. Leaving a sold asset on the register is a common and visible error.
Test — M6 — Close and fixed assets
Answer all of them to unlock this module in the Drill and Practice tabs.
A van costs 300,000 with a five-year useful life, straight line. What is the monthly entry?
300,000 over 60 months is 5,000. The cost of the van itself is never touched — the reduction accumulates in a separate contra-asset account, so you can always see both the original cost and the wear to date.
An asset with a net book value of 40,000 is sold for 55,000. What is recorded?
Only the difference between proceeds and net book value is a gain. Both the original cost and its accumulated depreciation come off the register together — leaving either behind is the classic disposal error.
A machine is resprayed to keep it working. Repair or improvement?
Maintaining the asset in its current condition is a repair. Capitalising requires extending its useful life or increasing its capacity or output. Cost matters only for the threshold test, not for deciding which category it is.
Why are reconciliations scheduled after accruals rather than alongside them?
It is a dependency, not a preference. Every accrual and depreciation posting changes balances, so reconciling before they are in means the work is invalidated the moment they land.
What does it mean when someone says they 'closed in four days'?
It is the standard measure of a finance operation's efficiency, and it is a number worth having for any close you have been part of. If an interviewer asks how long your close took, they are asking this.
Drill — MyClienta Academy
MyClienta Academy — the gym
Drill: the part that makes it stick.
Ten questions from memory, about four minutes. Miss one and it comes back tomorrow.
Today's drill
Mixed on purpose — consecutive questions come from different modules.
Your weak spots
Every question you have missed, worst first. This list is the honest one.
Words — study, then recall
20 terms. Browse the cards now. Complete Level 0 to practise recalling them.
Your study cards
Search a term or definition. Open a card for the explanation.
Why this works — the whole method in plain words
Four minutes of reading that makes every other hour in this academy worth more.
Why this page had to exist. Your academy said it out loud in Level 0:
"Re-reading feels like learning and isn't." But every quiz here could only be taken once, and the
Level 0 words were cards you read and ticked off. Reading a card is recognising. Answering
with the card shut is remembering. Only the second one survives an interview — so this page is where
the real work happens from now on.
When a question comes back
Each question sits in a box from 1 to 5.
Answer it right and it moves up a box and goes quiet for longer. Miss it and it drops straight back
to box 1 — tomorrow. That is the entire schedule; nothing to configure.
Box
Comes back in
What it means about you
1
Tomorrow
New, or you just missed it
2
2 days
One clean hit — fragile
3
4 days
Holding
4
9 days
Solid
5
3 weeks
Yours. It will still check on you.
The teach-back — the only test that cannot be faked
At the end of every drill you get one
question to explain out loud, in your own words, with the screen dark. Talk to the wall, your
phone's voice recorder, or your wife. If you stumble or reach for the phrase from the card, you
recognised it — you do not own it yet. That stumble is the most useful information in this whole app,
and it is exactly what happens in an interview chair when someone asks "so what is MCP, actually?"
Practice — MyClienta Academy
MyClienta Academy — the workshop
Practice: do it, don't recognise it.
Pair it, order it, pick every one that applies, answer a real client out loud. Miss one and it comes back tomorrow.
Work a module
Three exercises each, about six minutes. A module appears once its own quiz is done.
Interview
One question, sixty seconds, out loud. Then a model answer and an honest self-grade. This is the actual test you are training for.
Your learning materials
Study any module now. Read, work through the task, then try its quiz. Scored practice unlocks after the quiz.
The job map
What each family is tested on, and which artifact makes them relax about you.
Decode any posting in four questions
Titles vary wildly — “Digital Lead”, “AI Specialist”, “Transformation Manager”.
Match by responsibilities, never by title.
1 · VerbBuild, advise, govern or teach?
Every AI role is a mix of those four. Find the dominant one and you know the family, whatever it is called.
2 · LevelWhich level does it test?
“Use cases, governance, stakeholders” means Level 2. “Agents, prompts, MCP, integration” means Level 3.
3 · FilterWhat is the one hard filter?
A degree, years, a named tool, a language. Decide honestly whether you pass it or can argue across it.
4 · ProofWhat proof would make them relax?
Then go and build that artifact. Most candidates decide whether they qualify; you decide what to build so the question stops being asked.
Where your practice pays off
Which level makes you dangerous in each family.
AdviseAI Strategy · Use-case lead · Transformation
Tested on C1 use cases, C2 data readiness, C4 build-vs-buy. Bring a scored use-case one-pager.
GovernAI Governance · Auditor · Compliance
Tested on C3 and the AI Act tiers. Bring a risk classification for a real system.
TeachAI Enablement · Literacy lead
Tested on C5. The AI Act made literacy a legal duty, which turned this into a budget line. Bring a session outline.
BuildImplementation consultant · Agent orchestrator · AI Ops
Tested on B1–B6. Bring an eval you actually ran, with a real score.
ClosestAI Operations Manager
Runs a portfolio of AI systems in production — monitoring, cost control, incidents. That is a description of what you already do with n8n. The gap is vocabulary and evidence, not capability.
The three artifacts
The Expert phase is not a page to read — it is these, built and shown. Tick a line when it is genuinely true.
What you have actually done
Scores you produced yourself. Cases and interviews are self-graded — they are worth exactly what your honesty is worth.