Many middle market business owners don't need a full time Chief Financial Officer (CFO) but do need a strong controller for compliance and reporting.
These same owners need Strategic CFO advice on a timely on demand basis.
My clients find value in a long term advisor who can address creating sales, margin, profits, cashflow and business value.
Our relationships range from weekly to monthly to annual meetings, as it best serves the client.
I have been involved in every aspect of planning for a business transition, from an sale, family or management succession.
As a trained, certified and experienced advisor with over 100 purchase or sale transactions from exit planning, advance M&A preparation, due diligence for buyers and sellers and deal structure I fill the void between your CPA and your M&A team.
My career has allowed me to work with over 20 multi-generational families on succession plans as a legacy of stewardship.
From startups to established businesses growth can demand working capital from additional equity or debt.
I have helped clients obtain equity capital as well as the optimal debt structure to match the unique capital needs of the company and the ownership's objectives.
I work to validate the correct amount of capital required and work with the team to source it from investors and banks at competitive terms.
Most CEO's and business owners do not come from the financial sector, therefore objective assessment of existing talent and providing the required training and skills development are not facets that they are comfortable with.
I have lead large finance departments and know how to coach and provide skill development to team members at every level.
In hiring over 200 staff members from entry level accounting clerks, to accountants, senior management, controllers and even CFOs during my career I have a developed a perceptive interview approach and strong records of placing the required talent.
Whether you are seeking to acquire a company or prepare your company for sale. Preparation is the key to finding the way to convey the value of your company, and evaluate the true value of others.
Data room preparation for a sale should be started years before the sale, so you are not overwhelmed with document generation, location or assembly at the 11th hour.
Getting an early start can ensure that the questions are evaluated early enough to be able to defend the answers and demonstrate the full value of the company you have built over your lifetime.
I was once told by the CEO and Founder of $35 Billion dollar franchising network that it would take me 18 months to learn the industry. As the new strategic CFO, I told him if it took me more than 6 weeks, he should fire me immediately.
I stayed over 5 years and proved to him that as long as his business had an income statement, balance sheet and cash flow statement I could determine the income drivers and key operating expenses that needed to be controlled and cash flow opportunities.
My diverse industry experience includes medical device, real estate, franchising, transportation, construction, software, professional services, manufacturing, distribution, retail, wholesale, bio-tech and technology.