Presenting Issues: These types of companies typically are experiencing some sort of pain in the financial area. This pain often comes in the form of inadequate profits, poor cash flow, or inefficient systems and/or people running those systems.

Situational Analysis: In these types of engagements I typically deploy a methodology that first reviews the underlying financial data. Does it accurately reflect the business operations. Do I need to drive deeper into the data to correct it? Once the accuracy of the data is determined, next we look at the way the data is presented. Does the information provide management with the ability to understand the KEY financial factors in this company? This will typically determine how and why profits are as they are. This also exposes the business processes that are in place to account for transactions. Do the systems and people running these systems support the presentation of accurate, timely, and key financial information. Finally, I typically look at vendor and customer relationships as well as debt structuring in situations where cash flows are at issue.
 

Presenting Issue: A new company is setup and needs systems in place to transact business and provide accurate financial information.

Situational Analysis: This seems like it should be a no brainer slam dunk analysis. Most accountants would say that a simple accounting system, like QuickBooks, or MYOB (Mac-based system) should be used. That may be true, but the devil is in the details. And the details here, are who will be running the system, and what resources are in place to manage the transaction flow. Business processes and accounting systems need to be put in place in such a way that information is accurately and SIMPLY reflected it the processes and systems implemented. Oftentimes new startups are on limited budgets and don't have much resources in time or money to spend in the accounting area. I understand that and design systems to the ability and level of the users of those systems.
 

Presenting Issue: Often times in smaller companies, owners or CEO/Presidents have little or no support in key financial decisions.

Situational Analysis: Here I typically work with owners and Presidents to provide them with a concise and relevant analysis to help them make decisions. I have had engagements where I meet with an owner periodically (weekly to monthly) to review all his key areas of concern. These can relate to pricing decisions, whether new business will likely provide increased profits or value for the company, HR related issues, legal review from a business standpoint (I do not replace the need for an attorney), contract negotiations, vendor negotiations, decisions around invoicing and customer collections, decisions around bill paying and vendor terms, discussions with banks and investors, detailed analysis of granular financial issues such as job or business line profitability, and rental and lease negotiations, business sale options, and tax implications of decisions. This list is endless.
 

Presenting Issue: A Company has the opportunity to growth at higher rates that it has been, but seems unable to make that happen.

Situational Analysis: In this scenario it is usually infrastructure, systems, or people that are inhibiting the company from seizing and capturing the growth. Here I typically first validate two things; first that ownership has a vision and desire to grow the company (this isn't necessarily true for all business owners) and, second, that the growth is out there. Once these are validated, I look at how transactions flow through the system to see if that's where the blockage is. At the same time, I look at how people are managing their jobs to evaluate whether the obstacle to growth is simply that the people themselves are limited in their capacity. There are times when I'm asked to assess the "quality" of the new business, to make sure it's in line with the company as it stands, both from a business process standpoint and a bottom line standpoint. In other words, will this business change the way your company has to do business, and will it result in net income levels consistent with the rest of our business.
 

Presenting Issue: A Company does not have a person who can provide a monthly closing accurately (what I refer to as Controllership work), or doesn't have adequate accounting or bookkeeping help.

Situational Analysis: I provide monthly closing services for clients. Companies have the benefit of having me inside their system regularly which provides ownership with assurances as to the overseeing of internal operations. I can meet with ownership or management regularly in this scenario to discuss results of operations. For lower level accounting and bookkeeping services I employ 2 staff.
 

Presenting Issue: A Company wants to be sold or take in outside investors and/or equity partners.

Situational Analysis: In this situation, I would first understand what the objectives of the owners are, i.e. why are they selling or taking on outside investment. Next, I would review financial data. I would typically determine if a business broker is involved or how is the business going to get sold. Once this is all determined, I work with ownership on "normalizing" past data. This tends to present a company in the most favorable light for a potential buyer. I have also attended meetings with potential buyers and sellers as well as attorneys, and brokers and have provided negotiating support. I would also provide a tax assessment should a sale go through.
 

Presenting Issue: A Company is planning on purchasing and implementing new software, and wants an internal person to help them make the best purchase decision. In some circumstances, the company would require the continued services for the engagement to segue into an internal project manager for the implementation of the acquired software.

Situational Analysis: This can be an involved and complex scenario and requires an effort that begins with a requirements analysis. The latter is an in depth understanding of the business, including the business processes, the current system and information output, the resources available, the future intentions of the company and much more. Once a complete requirements analysis is done, the company would typically go through a vendor assessment and narrow the field of potential software vendors based on vendor interviews, and often times RFPs (Request For Proposals). After a vendor is selected, I have been involved in vendor negotiations that have led to purchase contracts. Once software is purchased it needs to be implemented and if the size and scope of the implementation warrants it, an internal project manager may be required. This is often the case where the project management requirement to implement software is so substantial that no internal employee or resource can devote enough time to the project. Often companies that assign already spread thin internal resources to projects of this nature end up with stagnant and failed implementations of the software purchased.
 

Presenting Issue: A Company desires an outside CPA to look at it's tax situation or it's Corporate structure to determine if their tax burdens are as low as allowed under the law and if the Corporate structure supports the vision of the owners. This type of engagement occurs where the Company's existing tax firm may be perceived as too conservative, and may not be involved in critical accounting areas such as revenue recognition, inventory valuations, and other areas that can have significant impact on taxes.

Situational Analysis: I have gone in and looked at all aspects of the financial and structural aspects of the business to determine if there may be any areas that can be approached in a more aggressive way. I have also looked at Corporate structure to evaluate if a company should consider splitting into multiple companies, or in certain situations, is the acquisition of another company could benefit the client from a tax standpoint.