How to Get Promoted in Accounting — Even After Getting Laid Off

Raquel Hardy, Senior Director of Accounting Operations at Parkland Health, did not set out to spend three decades in accounting. She enrolled at LSU to become a veterinarian, changed course in her junior year, and landed in accounting because, as she put it on a recent episode of Beyond the Ledger, it was easy and she loved math. That accidental starting point eventually led to a career spanning external audit, government investigations, physician contracting, and full-scope financial operations at one of the largest public hospital systems in Texas.

The throughline across every role has been a deliberate commitment to mastering whatever was in front of her. Hardy described her approach plainly: “No matter what you do, make sure you are learning and pulling nuggets from everything so that you can draw upon them.” That philosophy guided roughly thirteen years in audit, where she worked across vendor contracts, hospital financials, operational reviews, and even investigations through the Louisiana Inspector General’s office. Rather than staying in one lane, she used each assignment to build industry knowledge that compounded over time.

From auditor to process architect

Hardy’s pivot out of audit was not a clean break. She began to recognize that her real interest was not just in identifying problems, but in fixing them. “I wanna go a step further. I wanna help them put the fixes in place,” she told host Troy Ashby. That realization pushed her toward physician contracting, an operationally complex area where hospitals face significant regulatory exposure. The skills she had built as an auditor — understanding rules, measuring compliance, communicating findings without creating defensiveness — translated directly into designing the controls and processes those environments required.

A sixteen-year tenure at Baylor gave her the stability to move laterally across unfamiliar functions without starting over externally. She credited the organization’s willingness to take internal chances on people, while also acknowledging that internal mobility still requires active self-advocacy. When she eventually faced a layoff after those sixteen years, she reframed her job search around capability rather than title. She applied for a role she considered a step down, argued the case for her fit based on what she could deliver, and was offered a higher-level position instead.

Leading through change at Parkland Health

Today, Hardy oversees accounting operations at Parkland Health, a county hospital system that required her to learn governmental accounting alongside a new organization and a tenured team accustomed to doing things a particular way. Her scope covers corporate and hospital accounting, consolidation of affiliates, accounts payable, and payroll. The role also placed her over staff who had been in their positions for over a decade, which meant her instinct to move quickly on process improvement had to be tempered by the need to build buy-in first.

She drew a direct line from her audit days to the communication skills she now uses to lead change. As an auditor, she learned how to tell someone their process was broken and get them to fix it without triggering resistance. She applies the same logic to operational improvements: sell the outcome, acknowledge the discomfort of transition, and give people a reason to move. “With any process improvement, there is an uncomfortable period where you will not know what you’re doing,” she said. “But once you get past that point, you will be more efficient.”

When asked what she would tell someone earlier in their career, Hardy kept the advice direct: do not put yourself in a box. The auditor identity she held tightly for over a decade was real and hard-earned, but it was also limiting until she allowed herself to transfer the underlying skills into new contexts. For accounting professionals weighing a move outside their defined lane, her career offers a concrete example of what happens when technical depth gets paired with the willingness to apply it somewhere unexpected.