| I will
come in and do a one day, FREE evaluation of your
If I don't find anything you need that I am
qualified to do, NO CHARGE!
One of the most common problems with smaller entrepreneurial
businesses is the lack of adequate infrastructure that can help
grow the company. It must also evolve and grow WITH the company.
Founders and their initial core staffs are great for the
emerging organization, typically doing only what is absolutely
essential. They often fail to structure for that success. WHEN
they are successful, their systems quickly become inadequate or
cumbersome. Worse yet, they become a major drain or limiting
Don't believe me? How many companies do you know are doing
"new systems implementations"? According to IT/ERP
consultants, the panacea for most organizational ills is to
totally replace the system. Somehow they sell the concept that
REVOLUTION is easier, less painful or disruptive.
I propose instead to tune it up to meet the needs and challenges
unique to each organization. Tighten the disciplines, policies
and procedures ("oh that always happens DURING the
implementation"), educating the valued incumbent employees.
They may never have seen a real working, thriving system. I
bring best practices that I've observed and used FIRST HAND.
You probably are thinking "can't my bookkeeper/CPA do all
this for me"? Possibly, but probably not for a number of
reasons. Lack of HANDS-ON EXPERIENCE is usually the
show-stopper. CPA's tend to be generalists. Many CPA's hated
Cost Accounting and may have barely passed that section of the
CPA exam. When they aren't generalists, they become specialized
in other areas like SARBOX, Taxes, M&A to name a few. Why
not Cost Accounting and Operations? Because the population of
clients is shrinking and there isn't as much money in it.
So again, WHY ME?
I have over 25 years of HANDS-ON accounting and manufacturing
experience “doing”. I have been a CFO of numerous successful
companies in a diverse number of industry segments. I am a
fixer, a business partner who understands how to make money, not
just a “bean counter” that's mesmerized by the technical
accuracy and beauty of General Ledger reports.
My management responsibilities have spanned MIS/IT, General
Accounting, Cost Accounting, Industrial Engineering, Cost
Estimating, A/R, A/P, Credit and Collections, Payroll,
Administrative Services and HR. I am skilled in all these, and
have taught many of the incumbents’ aspects of their jobs they
needed to become more successful. I am a mentor.
I have done significant strategic planning, budgeting and
forecasting. I am a proponent of creating benchmarks that add
value, without adding complexity. Simply put, I am an agent of
change, but not just for the sake of change. I have “invented”
Key Performance Indices as required, to help the
Production/Operations departments function more efficiently. I
am not a technophobe, and embrace new technologies. I can help
adapt systems to better serve the organization.
I favor simple, yet elegant solutions, thrive in chaotic
environments and enjoy bringing order to chaos.
Still not convinced? Click here
to see what others think of my
skills and the results...