Professional growth in the field of outsourced accounting takes years of hands-on practice, but it is defined by much deeper things — responsibility, systems thinking, and the ability to see real business consequences behind the numbers. This approach allows a specialist to move from purely technical task execution to the role of a client partner and a pillar for the team.
In this interview, Larysa Sterniuk, an expert with many years of experience at UHY Prostir, talks about her professional journey, the evolution of the accountant’s role, team management, and the internal qualities without which genuine professional growth is impossible.
How did your professional path in accounting begin, and how did you join UHY Prostir?
I chose my professional direction right after school when I entered university to study Accounting and Audit. This decision was partly a conscious choice and partly influenced by my family, as my mother also worked as an accountant. At the same time, I have always felt close to economics and finance, and this field provided a broad knowledge base—from accounting to understanding business processes as a whole.
During my studies, I worked in different areas — experience that helped me become more independent. After my fourth year, I decided to find a job specifically in my field. That’s when I saw a vacancy for an assistant accountant at UHY Prostir, went through several stages of selection, and joined the team. At first, it was part-time because I was still completing my master’s degree, but gradually work became my main focus. I have been with the company since September 2011 — this year marks 15 years of my professional journey with UHY Prostir.
Today you work as a project manager. How did this stage of your professional path take shape?
My transition into the project manager role happened gradually. Before that, I worked as an accountant and chief accountant on projects, deeply involved in all processes — from day-to-day operations to reporting and client communication. Over time, the company grew, the team expanded, and it became clear that a different structure was needed.
A decision was made to implement a project management system — to distribute clients across teams and appoint coordinators responsible for process management. I was invited to try myself in this role, and I agreed. It was a new stage that required a different focus: not only deep accounting knowledge, but also the ability to organize the team’s work, allocate workload, control deadlines and quality, and maintain ongoing communication with clients.
What is the difference between accounting as a technical function and building a system that becomes a management tool for business decisions?
Simply “doing accounting” means recording business events: collecting documents, posting transactions, and preparing reports. This is essential, but it only reflects what has already happened.
A system that works for the business begins much earlier — at the decision-making stage. It is important not only to record a transaction, but to analyze its impact: taxes, profitability, risk exposure, and long-term outlook. For example, choosing an accounting policy, inventory write-off methods, or depreciation approaches is not a formality. These decisions determine what the financial result will look like and what consequences may arise later.
In addition, a system requires proper document flow organization, structured income and expenses, and correct analytics. When accounting is built systematically, the manager sees not just figures but understands what they are made of and what can be influenced. Then the accountant becomes not a technical executor, but a partner who helps make well-grounded decisions.
Which aspects of accounting do businesses most often underestimate until they face real risks or financial consequences?
Most often, businesses underestimate the importance of a well-chosen accounting policy. It may seem like a technical decision without strategic significance. In reality, inventory methods, depreciation approaches, or analytics structure directly affect financial results and tax burden. If these decisions are made without considering business specifics, they later become difficult and painful to adjust.
Another underestimated aspect is documentation. When everything runs smoothly, it can seem that the actual occurrence of a transaction is enough. But during tax inspections or audits, properly prepared documents become the decisive factor. Every income and every expense must be substantiated. A missing contract, act, or internal order can lead to tax risks and penalties.
Businesses also sometimes fail to analyze transactions before they happen. Certain transactions may have additional tax consequences or affect the company’s status — for example regarding VAT or working with non-residents. If risks are not assessed in advance, consequences can arise much later, when it becomes harder to change anything.
Do you feel differences in expectations between Ukrainian and international clients regarding accounting support? How does this show?
Yes, the difference is noticeable. First of all, it is related to the context of doing business. Ukrainian companies that have long been in the market usually understand local requirements well — they know the specifics of tax legislation, the level of bureaucracy, and documentation rules. Therefore, their expectations more often relate to speed, accuracy, and process stability.
International clients entering the Ukrainian market have a different need. For them, it is important not only to keep records correctly, but also to have deep expertise in local legislation. They expect accountants to act proactively: explain documentation requirements, warn about tax risks, and highlight nuances of communicating with state authorities. In fact, it is a consultative role — when the specialist not only records transactions but helps adapt the business to the Ukrainian regulatory environment.
That is why, when working with international companies, the role of expertise and proactivity increases significantly. It is important not only to do the job, but also to give the client confidence that their operations comply with all local requirements and risks are minimized.
How do you organize the team’s work when you manage multiple projects at the same time with different types of clients and complexity levels?
The key principle is a clear division of responsibility. Each project has its responsible accountant — effectively the lead for that client. This person is deeply involved in the client’s business specifics, understands processes, and is accountable for quality and timeliness.
Where possible, an assistant is also assigned to handle operational work. This allows the accountant to dedicate more time to analytics, reporting, and communication, while the assistant gains professional growth.
My role as a project manager is to ensure systematic execution. I control deadlines, process quality, help allocate workload, and get involved in complex or non-standard issues. It is important that I do not dive into every operational detail, but maintain a wider view: spot risks, coordinate resources, and support the team.
How do you support the team during periods of high workload or when difficult, non-standard cases arise?
First and foremost — through open communication. It is important that nothing is left unspoken. If a difficult case arises or someone feels overloaded, we discuss it immediately. It is better to address a problem early than to resolve it in emergency mode later. When it comes to complex professional issues, we analyze them together. If I see that a case requires broader expertise or carries reputational risks, I involve management — important issues should not be handled alone.
During peak periods, proper resource allocation helps. We can redistribute tasks within the team or involve colleagues from other teams. This internal “outsourcing” reduces pressure and allows urgent tasks to be completed without sacrificing quality.
I also want everyone to feel supported not only professionally but emotionally. Sometimes it is enough just to talk, break down a complex task into manageable steps, and show that it is under control. In most cases, simply feeling that you are not alone already reduces stress significantly.
How do you restore your energy after difficult or emotionally draining projects? What helps you regain balance?
First of all — closure. When a complex case is finished and a solution is found, awareness of the result itself brings relief. If the situation is resolved professionally with minimal risk to the client, it brings not only calm but also satisfaction.
Changes also help — new projects, new tasks, different formats of work. After an intense period, something new and interesting provides momentum and brings back professional curiosity.
And, of course, rest is essential. This includes active moments — travel, meeting friends, new impressions — as well as calm days without plans, the ability to “switch off” from work thoughts, watch a movie, or simply do nothing.
What do you consider the key factors for long-term team stability?
For me, team stability is a two-way process. On one hand, the manager’s position matters: seeing a person’s development, recognizing growth, and timely giving more responsibility or new tasks. A specialist needs to feel that their work is noticed and valued and that there is a path for development.
On the other hand, openness within the team is crucial. If fatigue, doubts, or the desire to move on arises, it should be discussed. Silence often leads to losing strong professionals. With dialogue, solutions can be found: change the format, expand responsibility, offer a new project, or a different task level.
Trust-based atmosphere is also essential. When people are not afraid to ask questions, talk about difficult situations, and take responsibility, the team works far more effectively. And of course, everyone must have space for professional growth — without it, long-term motivation does not exist.
How do you approach tough decisions when none of the options is perfect and you have to choose between workable ones?
In such situations, I analyze the consequences of each option—both short-term and long-term. Sometimes a decision that looks easier “here and now” can create additional risks in the future. So it is important to weigh pros and cons and understand which option is the safest and most effective for the client.
If the issue is complex or risky, I do not make decisions in isolation. Discussing with a manager or colleagues helps see the situation more broadly. Often, another perspective reveals a nuance that was not obvious at first.
When the decision concerns the client, it is important to transparently describe the possible outcomes of each scenario. We explain risks and development paths, and the client makes the final decision with the full picture. My responsibility is to provide an expert assessment and ensure the most substantiated choice possible.
What is your main indicator of effectiveness at work — financial results, client feedback, or something else?
For me, effectiveness cannot be reduced to one metric. Financial results matter — they show stability and growth. But numbers alone do not provide a complete picture.
One key marker is stable, well-functioning operations on the client’s side. When processes are built correctly, reporting is submitted on time, and there are no critical situations or unexpected consequences during inspections—this means the system works. Often, “quiet” work without crises is the best proof of effectiveness.
Another important indicator is communication with the client. When cooperation is professional and calm, when a client comes back with new requests or recommends us to partners—that reflects trust. And trust is the result of systematic, high-quality work.
Another criterion is delivering what was planned. If tasks are structured, deadlines are met, and there is no constant “firefighting,” the process is organized correctly.
And perhaps one more important element for me is balance. Effective work means fulfilling obligations and closing tasks while still having energy for life outside work. When professional duties do not turn into constant exhaustion and leave space for recovery—this means the system works not only for the client, but also for the team.
What skills or approaches have contributed most to your professional growth over the last few years?
First of all— critical thinking and a habit of questioning things. I always approach operations with some skepticism: if something looks unclear or non-standard, I don’t leave it “as is,” but analyze it, review legislation, and understand possible consequences. It matters to me to get to the core and be confident in the decision.
Second—deep analysis of new processes and projects. When a new type of client or new work specifics appear, I first try to understand as much as possible: what the activity is, what the requirements are, what the risks are. This allows me not just to “keep records,” but to understand the business more broadly.
It also helped that I wasn’t afraid to take on new projects and processes. If an opportunity appeared to try something new—I agreed and figured it out along the way. This approach drives constant development.
Communication is also crucial—both with clients and inside the team. Professional, open dialogue helps understand needs better, resolve issues faster, and build trust.
And, of course, interest in the profession itself. I genuinely enjoy working with numbers, economics, and reporting. Without that internal interest, long-term growth would be impossible.
Which skills are critical for specialists who want to grow from accountant to project manager?
First of all—responsibility and willingness to take it. It is important not to shift difficult situations to someone else, but to propose solutions, agree on an action plan, and drive it to completion. A project manager cannot simply say “I don’t know”—they must organize the process and deliver a result.
The second critical skill is communication—with the team, clients, and management. This includes setting tasks correctly, giving constructive feedback, and not being afraid of phone calls or difficult emails. Without confident communication, it is impossible to move into a management role.
Third—professional expertise and experience. A project manager must understand business processes, legislation, financial logic, and see the connections between accounting, taxes, HR, and even legal issues. This is no longer about posting documents, but about broader vision.
It is also important to be able to organize work: structure processes, distribute tasks, control deadlines, and anticipate risks. And, undoubtedly, you need to enjoy working with people—because this role is largely about interaction, team support, and managing client expectations.
What signs show you that a specialist is ready to grow even before they say it out loud?
For me, it shows first in consistent quality and independence. When a specialist delivers tasks on time without constant supervision and their work can be accepted without rework, trust naturally grows. If reporting is prepared correctly and details are thought through in advance, it is a signal that the person is already working at a higher level.
The second factor is moving from execution to analysis. When a specialist not only posts transactions according to instructions but understands their meaning and consequences: can flag a tax risk, propose an alternative approach, or ask a clarifying question. This indicates that systems thinking is developing.
The third sign is responsibility. If an error occurs, the person does not try to hide it or shift blame, but openly reports it and participates in finding a solution. This approach indicates professional maturity.
Communication is also important. When a specialist confidently communicates with a client, can justify their position, and formulates responses clearly—this means they are ready for a broader role.
And one more marker is internal initiative. If a person shows interest in new tasks, asks for more complex cases, or seeks to expand their responsibility, it signals readiness to move forward even without a formal promotion request.
What most often holds back professional growth, even when technical expertise is already strong?
Even a strong technical base does not guarantee growth. Often, inhibiting factors are not about knowledge, but about personal readiness to move forward.
One of the most common barriers is lack of confidence and fear of responsibility. If a specialist avoids difficult decisions, is not ready to step beyond familiar tasks, or shifts client communication to a manager, their role remains purely technical. Growth always involves expanding responsibility, and one must be internally ready for that.
Another factor is lack of open dialogue. Sometimes a person is ready for new challenges—or, on the contrary, feels tired or uncertain—but does not talk about it. Without communication, it is hard for a manager to see the need for changes in time, which slows both professional and career development.
Internal motivation also matters. A person can perform tasks well, but if there is no interest in a broader role, more complex cases, or new responsibility, progress becomes minimal.
How do you see the transformation of the accountant’s role today, and what will it become in the coming years?
The accountant’s role is already changing. In the past, it was largely seen as technical—working with documents, recording transactions, preparing reports. Today, that is no longer enough. Automation, digital tools, and artificial intelligence are gradually taking over part of routine tasks.
In such conditions, accountants increasingly move into the role of consultant and analyst. It is important not only to record a transaction correctly, but to understand its impact on the business: tax implications, financial results, and potential risks. The importance of systems thinking and proactive action grows—explaining possible scenarios to the client before a problem arises.
In addition, requirements for digital competence are increasing. A modern accountant must navigate accounting software, understand the logic of automated systems, be able to organize document flow, and work with new tools.
In the coming years, this trend will only intensify. The technical part will become even more automated, and the accountant’s role will finally shift toward analysis, expertise, and partnership with the business. It is a profession that requires broader vision, deeper responsibility, and strategic thinking.
Interview by Kateryna Bohdan
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