What do you do?

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“What Do You Do?” (A Moment That Speaks Volumes About Accounts Payable)

Inspired by an Instagram street interview

Sometimes, a quick question on the street captures more truth than a thousand surveys. In one Instagram clip, a passerby was asked, “What do you do?” Her answer, and what followed, says a lot about the quiet strength of Accounts Payable professionals.

Q: What do you do?

A: Accounts Payable.

Q: How long you been doing that?

A: 20 years plus.

Q: What do you like most about it?

A: It suits my lifestyle. I can pick up my kids by 6. It fits my life.

That brief exchange, originally shared on social media, has been making its way through professional circles because it captures something many of us feel but rarely say out loud. Accounts Payable may not always be flashy, but it provides something priceless: balance, purpose, and stability.

Why it resonates

• Consistency and reliability are qualities that make AP professionals the backbone of finance teams.
• Work-life balance is a value that grows more important with every passing year.
• Quiet mastery shows the kind of excellence that does not need to shout.

“It suits my lifestyle.” For many in Accounts Payable, that is the true definition of success.

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Robert Ruhno Director Accounts Payable Professionals Group

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Rethinking How AP Teams Divide Work

From Paper Stacks to Digital Roles: Rethinking How AP Teams Divide Work

Many Accounts Payable (AP) teams face a big challenge when they move to a new ERP system. It is not just a change in software; it is a change in how the whole department works.

In the past, invoices were often divided by alphabetical order. One person handled vendors A to F, another handled G to L, and so on. This made sense when everything was on paper and stored in file cabinets. But in today’s digital world, that method can slow your team down and create uneven workloads.

Do Not Use New Tools for Old Habits

Using an ERP but keeping the same A to Z system is like putting a new engine in an old car but never leaving the driveway. You have more power, but you are not using it to go anywhere new.

Modern AP teams work better when tasks are divided by function, not by vendor. This means each person focuses on one part of the process and becomes an expert in it.

Common Roles in a Modern AP Team

• PO Processors: Handle purchase order (PO) invoices and make sure the PO, goods receipt, and invoice match.
• Non-PO Processors: Take care of invoices without POs and make sure they are coded and approved correctly.
• Exceptions Specialists: Fix problems such as missing information, duplicates, or vendor errors.
• Vendor Master Data: Manage vendor setup, updates, and compliance checks.

What AP Practitioners Are Doing

Highlights from a recent thread in our APPG community:

• Lead as traffic controller: the team lead releases payments, triages the shared inbox, answers vendor questions, and coaches the team. Non-PO entry is being transitioned to another processor to reduce bottlenecks.
• Role specialization in practice: a dedicated person owns T&E and corporate cards. Another analyst specializes in freight and duties, runs the first pass from the capture tool, sends remittances when needed, and handles selected BS and vendor reconciliations.
• Inbox owner enters the invoice: some teams keep consistency by having the person who manages the inbox also enter the document, which vendors appreciate because responses stay consistent.
• Healthcare model that works: one group reports success with a mailbox manager plus two AP teams, with clear SLAs and escalation paths.
• Automation first: members recommend automating intake, data capture, and routing with AP automation platforms to reduce manual triage and speed approvals.

Practical tweaks you can try this month

1. Move from “sort then assign” to “assign at intake”. Let the lead focus on exceptions and payment release instead of living in the inbox.
2. Create explicit queues: PO, Non-PO, Exceptions, T&E and Cards, Freight and Duties, Vendor Master.
3. Use inbox rules: subjects containing “PO” to PO queue, known carrier domains to Freight and Duties, anything missing required fields to Exceptions.
4. Publish SLAs: inbox to queue within 2 hours, exception responses within 1 business day, vendor recon cadence weekly.
5. Add a simple RACI. Make ownership visible so approvals and escalations are quick.

Activity	PO	Non-PO	Exceptions	T&E and Cards	Freight and Duties	Lead
Intake and entry	R	R	R	C	C	A
Vendor questions	C	C	R	I	I	A
Remittances	I	I	C	I	R	A
Reconciliations	I	I	C	R	R	A
Payment release	I	I	C	I	I	A

Key: R = Responsible, A = Accountable, C = Consulted, I = Informed

The Mailbox Problem

One of the biggest slowdowns in AP is having a person manage the shared mailbox, sorting emails, opening invoices, and sending them to the right person. That job used to make sense when invoices came in by mail or fax, but today it is something technology can do faster and better.

An AP automation or Intelligent Data Capture (IDC) system can take over this job. Here is how it works:

1. Collects: The system watches the AP mailbox and grabs all incoming invoices.
2. Reads: It uses OCR and AI to read vendor names, invoice numbers, dates, and amounts.
3. Routes: Based on the data, it sends each invoice to the right queue automatically.

• If there is a PO number → it goes to the PO Processor.
• If there is no PO → it goes to the Non-PO Processor.
• If data is missing → it goes to the Exceptions Specialist.

This way, the “mailbox manager” job disappears. Only the invoices the system cannot read or sort go to a person. That means your team can focus on the work that really needs human thinking and decision-making.

The Takeaway

Moving to a new ERP is not only about switching software. It is about rebuilding how your AP team works. When you stop dividing work by vendor and start dividing it by function, you reduce stress, fix bottlenecks, and make your team more efficient.

Let automation handle the busywork so your people can focus on what they do best: solving problems and keeping your company’s payments on track.

💡 Support Our Community:
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Want tailored guidance on AP automation and vendor spotlights? Book a 15 minute chat

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Robert Ruhno Director Accounts Payable Professionals Group

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Government Shutdown Effects on Accounts Payable

How a Government Shutdown Impacts Accounts Payable Departments

October 2025 • By Robert Ruhno, APS, APM

When the federal government shuts down, the effects ripple far beyond Washington. For Accounts Payable (AP) departments, the impact can be immediate and significant, especially for organizations that depend on government funding, contracts, or reimbursements.

1. Delayed Payments from Government Agencies

If your organization provides goods or services to federal agencies, invoice payments may be delayed. Many agencies pause non-essential operations during a shutdown, including invoice processing. Even after funding is restored, backlogs often cause additional waiting periods before reimbursements are issued.

2. Disruption of Grants and Reimbursements

Nonprofits and educational institutions relying on federal grants may find their reimbursement requests on hold. This creates a temporary cash flow crunch that can complicate regular pay cycles or vendor commitments.

3. Cash Flow Pressure and Payment Prioritization

Delayed inflows may force AP managers to make tough calls. You may need to delay non-critical payments, negotiate extended terms with vendors, or rely on reserve funds to keep essential services running.

4. Slower Approvals and Compliance Delays

Certain invoices, grants, or contracts require government review before payment. During a shutdown, furloughed staff cannot process approvals, creating a bottleneck that can stall financial workflows.

5. Risk of Late Fees and Vendor Strain

When AP departments slow payments, even temporarily, suppliers can lose patience or charge penalties. Maintaining transparency and communication with vendors becomes crucial to preserve relationships.

6. Internal Staffing or System Disruptions

For AP teams working inside government agencies, staffing levels drop sharply during a lapse in appropriations. Only “excepted” (essential) employees remain active, and many support systems such as IT or payroll may be unavailable until operations resume.

7. Retroactive Pay and Accounting Adjustments

Once the shutdown ends, furloughed federal employees must receive back pay under the Government Employee Fair Treatment Act of 2019. AP and payroll teams within those agencies face a surge of retroactive payment processing and accounting corrections.

8. Planning for Uncertainty

Because the duration of a shutdown is unpredictable, AP departments should model multiple cash flow scenarios, maintain communication with suppliers, and review contingency plans for critical expenses.

Key Takeaway: Government shutdowns are unpredictable, but their financial impact is not. The best defense for any AP department is proactive planning, open communication, and a clear understanding of where your organization depends on government funding.

Join the discussion in the Accounts Payable Professionals Group (opens in a new tab) on LinkedIn to share how your department prepares for funding delays or operational disruptions.

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Robert Ruhno Director Accounts Payable Professionals Group

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National Expense Report Day

October 15 (United States) • Where Fun and Finance throw a party for receipts

You ever notice how there’s a holiday for everything now (National Doughnut Day, Take Your Cat to Work Day)? Well, pull up a chair. October 15 is National Expense Report Day (a tribute to crumpled receipts, fuzzy photos, and those spreadsheets where one wrong formula can ruin your day).

A Brief (and Slightly Painful) History

Believe it or not, the oldest written record known to humankind is basically a receipt. Picture it: Mesopotamia, around 3000 BC. A clay tablet, a stylus, and an auditor saying, “No, you cannot expense that goat. It is a personal goat.”

Fast forward a few millennia through ledgers, ink, and piles of paper receipts. Then came spreadsheets (exciting at first, until the formulas turned on us). Eventually cloud tools arrived, followed by AI, and today most of the busywork can be handled with smart capture, auto-matching, and rule-based approvals that let you focus on what matters.

Expense Reports Have Come a Long Way

From colorful receipts to mileage stories that could fill a travel journal, we’ve all seen some unforgettable expense reports. Over time, the process has become faster, easier, and more accurate because of better systems, clearer rules, and teamwork. Expense reports might not be exciting, but they play an important role in keeping every business organized and on track.

Two questions to end with

• What’s the funniest or most unexpected expense you’ve seen on a report? Maybe a “research lunch” at Disneyland or a receipt for a single paperclip. Add your story in the comments.
• If your most ridiculous receipt could talk, what would it say? Keep it light and creative. It’s a fun way to share lessons learned.

Join the Accounts Payable Professionals Group

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Robert Ruhno Director Accounts Payable Professionals Group

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AP Worries

AP Insights

What Are AP Professionals Worried About Today?

Quick jump

Job security Manual processes Fraud Paper checks Vendor relationships Talent and burnout

The accounts payable world is evolving quickly. From automation to fraud prevention, AP professionals face a changing set of challenges. Here is a snapshot of what AP departments are most concerned about right now.

1) Job security in a shaky economy

Recent surveys show 45% of AP professionals are worried about layoffs (up from 27% in 2024). Many are learning new technologies, taking on more responsibilities, and looking for ways to stay valuable within their organizations.

2) Manual processes and legacy systems

Despite advances in automation, many AP teams still spend over 10 hours per week processing invoices manually. Outdated procedures and poor ERP integrations slow work, create errors, and add stress.

3) Fraud and security threats

Business email compromise, invoice fraud, and phishing remain common. New AI-driven fraud tactics such as deepfakes and impersonation are raising alarms. AP needs strong controls and continuous awareness.

4) The stubborn dependence on paper checks

Even in 2025, 91% of organizations still issue paper checks. Checks are costly, slow, and vulnerable to fraud. A federal mandate will require U.S. agencies to phase out checks by September 30, 2025, which may accelerate digital payments in the private sector.

5) Vendor relationships and late payments

Delayed approvals strain vendor relationships, add fees, and reduce discounts. Without visibility and efficient workflows, partnerships that keep the business running can suffer.

6) Talent shortages and burnout

Finance leaders report talent gaps. With fewer people handling more work, burnout and turnover increase, which slows innovation and readiness.

Final thoughts

AP professionals are balancing economic uncertainty, fraud risks, and outdated processes while moving toward modernization. The good news is that manual work, check dependency, and late payments can be reduced with the right mix of technology, training, and team support.

Q: What are you most concerned about in your AP department right now? Fraud, late payments, or layoffs? Share your thoughts (I would love to hear them).

Disclosure: As an Amazon Associate, we may earn from qualifying purchases (no additional cost to you).

Recommended reads and tools for AP leaders

The Excel Bible

The ultimate quick-reference to level up Excel skills in AP reporting and analytics.

View on Amazon (affiliate link)

Corporate Fraud Handbook

Patterns and red flags in vendor onboarding, invoice validation, and payment execution.

View on Amazon (affiliate link)

The Art of the Steal (Frank Abagnale)

Classic primer on protecting your business from check fraud and related scams.

View on Amazon (affiliate link)

Modern ERP (Dr. Marianne Bradford)

Plain-English overview of ERP concepts, integrations, and best practices for finance and AP.

View on Amazon (affiliate link)

💡 Support Our Community:
Our sponsor helps AP teams reduce errors and speed approvals (fewer late fees and happier vendors).

Want tailored guidance on AP automation and vendor spotlights? Book a 15 minute chat

---

Robert Ruhno Director Accounts Payable Professionals Group

🟥 LinkedIn 🟧 X (formerly Twitter) ⏹️ Facebook 🟨 Instagram

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Sleepless but Still Processing

Sleepless but Still Processing: How Insomnia Impacts Accounts Payable Work and What You Can Do About It

By Stephanie Garcia, Marketing and Brand Coordinator at APPG

“Insomnia” by Fairy Heart ♥ is licensed under CC BY-SA 2.0.

The Hidden Cost of Sleepless Nights in AP

In accounts payable, accuracy and attention to detail are non negotiable. But what happens when you come to work after a night of tossing and turning? Insomnia, the persistent difficulty in falling or staying asleep, can have a direct and costly impact on your ability to process invoices, manage deadlines, and communicate effectively with vendors.

Studies show that sleep deprivation reduces cognitive performance, slows reaction time, and increases error rates. In AP, even a small mistake such as a transposed number, a missed due date, or a forgotten follow up can result in late payment penalties, strained vendor relationships, and unnecessary stress.

Why AP Professionals Are at Risk

• Extended screen time (blue light exposure can disrupt sleep cycles)
• Rigid deadlines and month end close pressures
• Irregular hours during audits or system changes
• Mental carryover of unresolved issues (thinking about work at night)

Add in personal responsibilities such as family, commuting, and health concerns, and it is no surprise that many AP professionals struggle with sleep quality.

An APPG Perspective: Stephanie’s Story

Nowadays, you will find me lying in bed wide awake. My brain feels wired, as if I am fully alert with no chance of drifting off. My body twitches, my mind races, and I am left feeling uncomfortable. The doctor’s answer was sleeping pills, but they did not work. When I was offered a higher dose, I said no because the side effects felt worse than the insomnia. So I power through on three or four hours of sleep, still showing up for work, still fighting this sleepless battle.

Her story reflects what many in our community experience, pushing forward despite exhaustion because deadlines, vendors, and teams depend on them.

The Ripple Effect of Insomnia on Work Performance

• Reduced concentration which can lead to missing key details in invoices or vendor communications
• Slower processing speed which can make reconciliations and approvals take longer
• Memory lapses which can result in forgetting to log a payment or follow up on discrepancies
• Mood changes which can create friction during vendor calls or team meetings

Over time, chronic insomnia can also contribute to burnout and long term health problems, both of which can threaten career longevity.

From Quick Wins to Comprehensive Strategies: Beating Insomnia

Here is a list of researched solutions, starting with the simplest low hanging fruit changes you can make today, followed by more involved approaches for long term improvement.

Low hanging fruit: start here

1. Set a consistent sleep schedule (go to bed and wake up at the same time every day, even on weekends)
2. Limit screen time before bed (reduce exposure to devices 30 to 60 minutes before bedtime)
3. Cut back on late day caffeine (avoid coffee, tea, soda, and chocolate in the late afternoon and evening)
4. Create a cool, dark, and quiet sleep environment (use blackout curtains, earplugs, or white noise)

Moderate effort: lifestyle adjustments

5. Daily physical activity (even 20 to 30 minutes of exercise improves sleep quality)
6. Mindfulness or relaxation techniques (meditation, deep breathing, or progressive muscle relaxation)
7. Set boundaries on work communication (avoid checking emails or messages after a set cutoff time)

More involved solutions: professional support

8. Cognitive Behavioral Therapy for Insomnia (CBT I) (gold standard in non medication treatment)
9. Sleep study or medical evaluation (for persistent insomnia, consult a sleep specialist)
10. Workplace adjustments (consider flexible scheduling, adjusted workload, or temporary remote work)

GTD for AP

Mastering Time Management in Accounts Payable: A GTD-Inspired Guide to Boosting Efficiency and Accuracy

Introduction:
If you’ve ever felt buried under a mountain of invoices, endless approvals, and reconciliations, you’re not alone. Managing time and tasks in Accounts Payable requires more than just working harder, it requires working smarter. Drawing on the proven Getting Things Done methodology by David Allen, this guide helps AP professionals regain control, reduce stress, and increase productivity.

1. Capture Everything to Clear Your Mind

“Your mind is for having ideas, not holding them.” - David Allen

The first step to managing time well is capturing every task, invoice, or follow-up in a trusted system. Don’t rely on memory (write it down or log it in your AP workflow tool). This frees mental space and helps avoid forgetting important items.

In practice:

• Use your AP software or a digital to-do list to capture every incoming invoice, payment approval, or vendor query immediately.
• Set reminders for deadlines and approvals.

2. Clarify and Organize Tasks Clearly

“Decide what your next action is.” - David Allen

Each item you capture should have a clear, actionable next step. For example, instead of “Review invoice,” decide “Verify invoice against purchase order by noon.” Organize these tasks by context: invoices to approve, payments to schedule, reconciliations to perform.

In practice:

• Break down large projects (like monthly closing) into concrete steps.
• Group similar tasks for batch processing (for example, all vendor payments).

3. Reflect Regularly to Stay on Track

“Review and update your lists frequently.” - David Allen

Set regular intervals (daily or weekly) to review your AP tasks and prioritize them. This keeps you aware of deadlines, pending approvals, and bottlenecks, allowing proactive adjustments before things pile up.

In practice:

• Schedule a weekly AP review meeting or personal planning session.
• Use dashboards or reports to monitor overdue invoices or exceptions.

4. Engage with Focus and Context

“Work from your trusted system, not your head.” - David Allen

Choose tasks based on your current context, energy, and priority. Avoid multitasking, and instead focus fully on the job at hand (whether it’s data entry, vendor calls, or auditing).

In practice:

• Use time-blocking techniques to allocate focused slots for different AP activities.
• Minimize distractions by silencing notifications during deep work sessions.

5. Use Time Budgets to Measure and Improve

Incorporate GTD’s emphasis on defined next actions with the power of setting time budgets. Track how long each type of AP task takes, then adjust workflows and resources to optimize.

In practice:

• Set target times for invoice processing, approvals, and reconciliations.
• Analyze time tracking data to spot inefficiencies and train your team accordingly.

Conclusion

Accounts Payable is complex, but with the right system inspired by GTD, you can reclaim control and work with confidence. Start by capturing everything, clarifying your next steps, reviewing regularly, and focusing on what matters most. Your AP process (and your sanity) will thank you.

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Want to dive deeper? Read Getting Things Done by David Allen

Discover the full GTD methodology that has helped millions increase productivity and reduce stress.

Buy Getting Things Done on Amazon

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Robert Ruhno
Moderator, Accounts Payable Professionals Group
ap-professionals.com