(This story originally appeared in CFO.com.) By Tim Jung As CFO, you have 60 months before the private equity firm sells your company again. And the newly installed CEO doesn’t like the company’s reports. Maybe the reporting isn’t timely or lacks the right numbers. Maybe it doesn’t tell a story from the progress that has… Continue reading Three-Part Process: How CFOs Shore Up Finance Teams for Private Equity Resell
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Diversifying Overreliance on Larger Clients (Exit Strategy)
Industry: Privately Held, National Signage Company Client Overview A $50-million national signage company, which catered to high-end, retail clients, wanted to execute an exit strategy, even though it had not turned a profit in many years. The company held a leading market share with locations in Florida, Texas and California. Challenge The company found itself… Continue reading Diversifying Overreliance on Larger Clients (Exit Strategy)
Contribution Margin: Why Profit Planning Matters for Manufacturers
By Jeffrey Appleman Manufacturers are focused on sales—not cost or profit. If they were keen on net income, manufacturers would know one key data point: contribution margin. Once you know it, the possibilities are endless for growth, sustainability and efficiency. In effect, a contribution margin is the percentage of revenue that remains after you pay… Continue reading Contribution Margin: Why Profit Planning Matters for Manufacturers
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5 Ways to Upgrade Your Finance Team
Chris Delaney, a director at CFO Consulting Partners, was recently featured in Manufacturing Dive, sharing why manufacturers need more than historic data. If your company is in growth mode, forget historic numbers and focus on the key KPIs that are going to be predictive of future growth and profitability. KPIs are easier to project and do a… Continue reading 5 Ways to Upgrade Your Finance Team
Transforming Data Into Insight
Industry: Midsize, Manufacturing Company (Retail) Client Overview The owner of a privately owned company maintained five data streams that captured more than 30,000 transactions plus shipping per month. The streams of data, however, were not integrated with each other, so a four-person Finance Department needed to manually combine the data using unwieldy manual spreadsheets. The… Continue reading Transforming Data Into Insight