With seventeen years of financial and management experience, including seven years as CFO of a SC-based manufacturing company (helping navigate a successful turnaround) and seven years in investment banking, along with start-up entrepreneurial experience, I believe I can offer unique, hands-on advice to businesses not yet at a level to afford a full-time CFO. I welcome the opportunity to meet with senior management of the companies you have invested in to discuss how I might be able to assist in the growth or operational enhancement of their companies, with services including:
Create a three-year strategic plan. Outline and develop (or update existing) a near-term strategic business plan, in conjunction with management. This plan is critical for management to utilize and reference on a regular basis, as day-to-day “fire control” can easily distract even the best managers from focusing on these key objectives. It is often helpful to develop this with an experienced “outsider”, who can add a fresh perspective and help test management’s assumptions .
Quantify key business metrics. Identify and track important performance metrics that will assist management in assessing and adjusting the direction of the business. Depending on the metric (not necessarily traditional measures, such as sales volume or profit margin) and existing information systems, some may be daily, weekly or monthly indicators.
Optimize capital structure. Review balance sheet and current capital structure (bank debt, equity, etc.) and recommend a strategy to best position the business for both medium- and long-term success, focusing on capital-efficient organic growth, predictable P&L forecasting and a realistic acquisition strategy.
Enhance budgeting and forecasting capabilities. Analyze existing forecasting models (both P&L and cashflow) and determine strategies for improvements that produce a tool that allows senior management to better follow and manage the business and available resources. An effective and defensible forecast model is not only a prudent management tool, but is essential for raising capital and interacting with sophisticated lenders.
Improve working capital management. Analyze recent trends and current levels of working capital (receivables, inventory, payables) to understand where improvements are feasible, then recommend and implement strategies to optimize working capital levels in order to achieve real improvements in profitability and cash flow.