Meet The Team

Dominick Maiaro

Financial Controller at Broken Tractor. CPA running the books, the controls, and the close — the person at the top of the accounting house making sure the numbers stay clean across a 20,000-SKU operation.

DM

Dominick Maiaro, CPA • Financial Controller • Baton Rouge, LA

Dominick came to Broken Tractor four years ago with a CPA in hand and the kind of background that maps cleanly onto an aftermarket parts company: five years at Marucci Sports learning how accounting and operations actually run together at a retail business, then two years as Controller at Assurance Financial Group, where he streamlined processes and rebuilt financial reporting while the mortgage company was running at record-breaking volume. Retail experience on one side, financial reporting depth on the other — Broken Tractor needed both.

Three words his coworkers use to describe him: Reliable team player. Three words that aren’t trying to impress anybody — they come from people who’ve watched him run a month-end close.

From QuickBooks to a real ERP

Since Dominick joined, Broken Tractor has transitioned off QuickBooks and onto a more robust ERP system, implemented an annual budget, and tightened the connection between accounting and operations across both warehouses. That migration alone is the kind of project that derails companies. Done right, it changes what leadership can actually see.

“We now have more accurate reporting of our inventory and improved visibility of our gross margins. We use that data to plan smarter.”

For a 20,000-SKU catalog across 30+ brands and two warehouses, that visibility isn’t a nicety. It’s the difference between guessing where the margin lives and knowing.

What the finance team actually does

If you ask most people what a finance team at a parts company does, they’ll say “the books.” Dominick’s answer is more honest:

The accounting team handles two major flows every day — money coming in and money going out. The A/R accountant reviews and reconciles hundreds of customer payments. The A/P accountant processes and pays hundreds of vendor invoices. As Financial Controller, Dominick works with his accountants and with every other department to make sure the financials are accurate and reliable. That means regular review and reconciliation of bank accounts and general ledger accounts, and a tight feedback loop with purchasing, receiving, sales, and the warehouse floor.

“Broken Tractor is a living, breathing machine. It demands constant maintenance from every department to keep the whole organization running at a high level.”

The standard he doesn’t budge on

Month-end financial close in five business days. Period.

Within those five days, the accounting team records and reconciles every account — bank statements through balance sheet. No drift, no extensions, no “we’ll catch it next month.” In an industry where a lot of family-owned shops let the close stretch into the next month (or the one after that), a hard five-day close is the kind of discipline that compounds: every report leadership pulls is grounded in numbers that are already closed, reconciled, and trustworthy.

The cleanup nobody sees

No accounting or ERP system is perfect. Entries miscode. Vendor credits land on the wrong invoice. Inventory adjustments stack up. The accounting team regularly reviews and cleans up entries so that customer accounts, vendor accounts, and inventory balances stay accurate — quiet, ongoing work that most customers and vendors will never see, but that’s the reason their statements match what they expected when they pick up the phone.

Off the clock

Dominick loves to travel with his wife — the beach, Disney, foreign countries — anything that resets the perspective and gets him out of the spreadsheet for a stretch. Back home, he’s an LSU sports fan and spends his weekends with family and friends.

It’s a steady pattern that tracks with how he runs the accounting house: deliberate, organized, and built around the people he’s in it with.

What he loves most about it

“The family feel. Chance and Christy foster an atmosphere of mutual respect, and everyone is working toward the same goal.”

Four years in, that’s the line that captures it. The role isn’t just controllership. It’s being the person at the top of the financial house in a company that still operates like a family business — and making sure the books, the budget, and the close all hold up under that growth.