Dog Day Afternoons

BrunsliSmallMy dog Brunsli is not fazed by the hot and humid weather, she just sleeps it away in the cooled house! Hope you are staying cool! Lots responded to my Lemonade request and it has been great to catch up with so many. It is still hot enough to have Lemonade, so don’t be shy….

This has been a summer of many distractions and also points to pause. Europe with its Brexit, multiple terrorist attacks, Deutsche Bank possibly in need of a bail out and overall currency fluctuations. This may indeed affect your business if you are doing business in Europe.

Here we are in the middle of the US presidential campaigns. It is not politics as usual……or is it?

Last week I attended the funeral of a client and dear colleague, Kevin Gosnell. Kevin was the CEO of T&K Asphalt Services, loving husband of Kathleen and father of three handsome sons. He died of ALS after a 15-month battle. What is so remarkable about Kevin is that once he was diagnosed with the incurable disease, he pulled out all plugs and decided to use his leadership skills from running his company and the Vistage group we shared, and bring the fragmented medical community together to pool funding and speed up research through ALS One with the hope to eventually have a cure. Take a look of the videos and support this great cause. Kevin is a hero in my eyes in how he took is death sentence public and made an incredible difference in a very short time. RIP Kevin and healing thoughts to his family.

Life intertwines with business as we all know. I am sure you are looking for the balance the way I have and figuring out where to draw the line. Take a moment these last few days of summer to reflect on where you are, what is good and what is possible to change.

Have you taken a closer look at the internal and external risks of your business? Most internal risks you can actually eliminate. What succession plans do you have in place?

Externally, mitigating risks for your business can be tricky, but being aware of the potential economic risks and implementing some buffers into your financial plans is a good strategy to consider.

Here is a blog post that may help you get started
https://nssblog.com/2015/11/09/de-risk-your-business/

Want to have a conversation over lemonade call me at 781-929-9125.
In the meantime, stay cool, Rudi

Get Ready for a Transaction

Advisory Team Integration Strategies | Part 2

XPXboston

Thursday,  June 23, 2016 | 7:15 AM – 9:00 AM

Babson College, Olin Hall,  Wellesley, MA

A 5-Step Integration Plan to Get Ready For a Transaction | Register Now!

Facilitated by Rudi Scheiber-Kurtz, Next Stage Solutions, Inc.

In the first part of this process, we discussed how to best engage our clients in the conversation of always thinking ahead and why that is vital for their future success. Participants are raving about the first event that took place in May, so don’t miss out on our second.  This unique format let’s you participate and share your expertise in the integration process as well as learn from others’ sitting at the table.

For the second part, we will focus on the integration piece to readiness. How can your client avoid pitfalls and roadblocks costing both time and money and more often lead to losing the deal? Having your ducks all lined up will pay off when your client begins the process of succession or selling. We will consider the 5-step integration plan and how to prepare best our clients.

Bring your ideas and suggestions and join us in this roundtable discussion among advisors highlighting collaboration, enhanced value and client leverage. Each advisor will hear other advisor’s perspectives on the whole business transition/transaction process, and be able to present their own. The goal is to help educate all of us and open our thinking on collaboration and the benefits it brings to us individually and to our clients.

Register Now!

Agenda
7:15 – 8:00 AM Full Breakfast & Networking
8:00 – 9:00 AM Program

Finance your Growth Now?

Is it a Good Time to Finance your Growth?

We think so. Accessing the capital markets for future growth before interest rate increase makes sense.

My dear friend and colleague Debra Drapalla, SVP of the Middle Market Lending Group at Webster Bank shared the following with me. Keep in mind that her middle market lending group focuses on companies with $50-$500M in annual revenue.

“Presently, there is an abundance of capital available in the market by banks which are sitting on large reserves from the Fed’s stimulus programs to thwart the Great Recession.  If a middle market company presents a sound business plan for their financing needs, they should receive very competitive proposals from banks for both interest rates and credit structure. It is definitely a buyer’s market for bank loans during this stage of the economic cycle.”

If your company falls below the $50M revenue range, it can be a daunting task. The smaller your business the harder it gets to access reasonable funding and convince the lender.

According to the Pepperdine Report for Q2 2015 on Private Capital Markets, 61% of companies with $5-$50M in annual revenue will be looking for debt financing from a bank. Of those, 39% are projecting that this will be difficult.

PepperdineAccessing the right-sized capital at the right time is a balancing act and requires adequate time.  I created a chart for you below that might help you identify the approximate stage with a sample of capital markets available to you. The smaller the business, the more difficult it is to raise capital. It is so very important, that you can de-risk your inquiry for capital to the investor by providing solid and realistic numbers and you may have to provide a personal guarantee. Having a strong sales history and being on a fast track also helps.

Capital Market Chart                                                                                                    We  know that interest rates will be raised, some speculate as early as September. The US economy is starting to show signs of strength and hopefully will lead us toward faster growth. What happens when the interest rate is raised? Things that it will affect will be Cost of Borrowing, Effect on Prices and Plans for Marketing. This will also affect your vendors, so allow for some elasticity in your forecasting. You might want to revisit your strategy and business plan and evaluate whether you have the proper outlook and risk criteria in place.

Let me emphasize the importance of size of your business. The larger the annual revenue, the lower your Cost of Capital (CoC). The market views it as less risky. Public companies will enjoy an even lower CoC and gain more trust in the market, as they typically are run more efficiently. More on that in another blog!!

However, if you are in the $5-$50M revenue range as many of our clients are, you may benefit from working with a trusted advisor like NSS who can guide your through these complex preparations and transactions. We can provide you with alternative options you may not have thought about, such as:

  • Mezzanine debt
  • Subordinated debt with warrants
  • Leveraged asset-based loans
  • Secured trade credit

This of course also depends on where you are in the process. NSS tailors its approach to your needs. You may want help with the preparation, connections to the right lenders, negotiate the best terms or all of the above.

Listen to our RudiTuesday video on “Access to Capital” for additional tips in how to prepare.

Rudi TuesdayTake this opportunity and act on it now before interest rates increase significantly. Securing the appropriate financing now can give you a competitive edge so that you can expand, grow and bring on the right talent.

We also developed a funding guide and check list for our clients to properly prepare for a lender meeting. We will be glad to provide this additional resource so you can start on your deliverables. Sign up here for a copy and we will be glad to send it to you.

Begin to work on that list, let us know if you need help, so that at the end you have a greater chance of locking in a strong financial round.

So where might you be in this process? If you are not ready, you are not alone, the majority of businesses we work with do not have the internal resources or time to have all the ‘docs’ lined up! Start today with the conversation of how much money you need to raise, the timing of it and the financing options you should consider. Decide where you are in the process and give us a call if you need help!

Where in the Process

In conclusion, it is a buyer’s market and a great time to access capital. Larger companies have easier access to the capital market. Smaller companies can fundraise successfully too, so consider closing the funding gap today and remember, first impressions are lasting.

According to lenders, companies are generally not prepared. You can change that statistic!

Contact us at 617-449-7728

CEOs Secret Weapon:Identify & Mitigate Risk for Successful Decision-Making

CEO Workshop Co-Sponsored by Next Stage Solutions and Adaptive Planning


 

 

Wednesday, October 9, 2013 | 10:30am – 12:30pm

Host: Morse, Barnes-Brown & Pendleton, P.C. at CityPoint 230 Third Avenue, 4th Floor Waltham, MA 02451

Register Today!

With the proper approach and correct decision tools, CRITICAL business decisions can be clearly defined, analyzed, and successfully executed by the leadership of any organization.  CRITICAL DECISIONS include:

  • Acquisition or Merger
  • New Product Launch
  • Key Technology Purchase
  • Strategic Alliance/Partnerships
  • New R&D Project
  • Major Capital Investment
  • Sales Force Expansion/Re-Alignment

Overall Approach:

  • Identification of Business Assumptions/Rationale
  • Key Business Drivers
  • Comprehensive Analysis
  • Sensitivity Testing (What-if Scenarios)
  • Executive Summation
  • Post-Decision Follow-up & Outcome Comparison

The NSS value proposition as growth advisors provides the structured approach and oversight for critical decision, making, while Adaptive Planning provides the tools and methodology of effective decision support.

Adaptive Planning is the worldwide leader in cloud-based business analytics solutions for companies of all sizes. The company’s software-as-a-service (SaaS) platform enables finance and executive team collaboration in planning, monitoring, reporting, and analyzing financial and operational performance.

Planning Growth: The CEO Challenge 1

NSS Workshop Series for CEOs and Business Owners

CEO Workshops are part of our continuing series of educational forums where CEOs participate in peer-to-peer exchanges of ideas and thought leadership. We focus on the CEOs role as the center of the business. Professional Advisors may attend with a CEO.

Planning Growth: The CEO Challenge

When: Thursday | January 10| 10:30am – 12:30pm | Light lunch served

Host: WilmerHale, 850 Winter Street, Waltham, MA

REGISTER TODAY!

Join a group of CEOs addressing strengths, opportunities and threats for the upcoming 12 months while reflecting on the past 6 months. Each CEO, teamed up with a CFO, chooses a challenge they are faced with and a course of action. They then present the solution to the advisory board that will examine, question and probe the team from different angles. The audience will add questions and comments and vote at the end whether or not to approve the course of action then will vote the solution a go or no-go.

Our theme is around the Strategic Challenge CEOs face:

  • Strategic Market Assessment
  • Organization & Talent Management
  • Growth Strategies from planning to delivery
  • Infrastructure build-out to achieve scalability

CEOs:

Annette Tonti, CEO of MoFuse, Inc

Linda Moraski, CEO of PeopleServe, Inc

Moderator:

Neal Yanofsky, Strategic Partner at New Delta Partners will focus on the overall planned growth and how to realistically achieve it.

Advisory Board Members:

Michael LaCascia, Partner at WilmerHale will stress the importance of looking at acquisitions for growth.

Laurie Kirk, Founder of The Board Forum will focus on company culture and communications.

Ben Weller, Managing Director at Next Stage Solutions will consider the cost/benefit of the solution.

A Deep Bench of Financial Leadership – The NSS Team

Access to a Deep Bench with As-Needed Solution

The NSS Team offers financial expertise that large companies have access to but smaller companies typically do not.  Compromising with a one-person-do-it-all is no longer the only option. NSS has a part-time solution allowing small to medium sized companies to work with a deep bench of financial professionals and business partners. We have expanded our team with broader capabilities and specialties. Let me introduce you to this vibrant group of senior level professionals:

  • 180+ years of CFO/COO/Controller expertise
  • Our team has participated in 40+ M&A transactions on the sell and buy side in excess of $2.5Billion
  • 25+ ERP Process Flow Management Projects completed
  • Currently engaged in Part-time CFO, Full-time Interim CFO, Business Advisor and Controller

Frank M. Bahl, CPA, MBA, CGMA, FHFMA

Specialty:  Health Care and Construction, Cost Accounting

bahl@nextstagesolutions.com

Amy R. Feldman, CPA, MBA

Specialty: Retail, Software, Venture and Emerging Company Management and Finance

Feldman@nextstagesolutions.com

Derek A. Smith, CA, CPA, CGMA

Specialty: Software (Premise based and SAAS), and Professional Services

smith@nextstagesolutions.com

Robert M.  Weber, MBA

Specialty:  Life Sciences, Biotech, Medical Devices and Big Pharma

weber@nextstagesolutions.com

Ben Weller, MBA, CPA

Specialty:  Lean Manufacturing, Retail and Enterprise Business Systems

weller@nextstagesolutions.com


Want to meet with us? Give us a call today at 617-449-7728 or send us an email.


A Debate on Growth: How will you Grow your Company in this Economy?

Wednesday, 11 April 2012 CEO DEBATE   10:30am – 12:30pm with a light lunch

Sign up today to guarantee a space; last event was sold out!  We limited the debate to the first 40 CEOs and Business Owners.

A Debate on Growth:  How will you Grow your Company in this Economy?

This debate will tackle the pros and cons of organic versus acquisition growth.

  • What is your appetite for risk?
  • Are you looking for fast growth and if so, which way can you grow faster?
  • What are the opportunities and constraints to consider for your business?
  • What are some of the hurdles to avoid on either track?

Host: Gray, Gray and Gray at 34 Southwest Park, Westwood, MA 02090

Facilitator: Frank Leibly,  Alcon Partners

Acquisition Side:

Sal Calvino, CEO of Quantem Aviation Services

Janice Shields, Shields & Company, Inc.

Jack Langworthy, Covington Associates

Laurie Kirk, The Board Forum

Steve Honig, Duane Morris LLP

Organic Side:

Bob France, CEO of Senate Construction Corp.

Deb LaPointe, Enterprise Bank

Ted Clark, Center for Family Business at Northeastern University

Shannon Zollo, Morse, Barnes-Brown, Pendelton

Sponsor: Next Stage Solutions, Inc

From our Annual CEO Survey in 2011, we learned that the #1 Aspiration for CEOs was Sales Growth. We are responding to that particular question in two ways:

1)    Organic Growth – survey says:

  • Constraint 1:  Sales department is not in place
  • Constraint 2:  Business infrastructure not in place

2)    Growth via Acquisition – survey says:

  • Constraint 1:  Access to capital markets (Prior NSS CEO Workshop)
  • Constraint 2:  How to recognize an opportunity

In this debate we will explore how CEOs and experts view the two venues of growth and how to identify and recognize opportunities and synergies. This is also an exploration of how much risk the CEOs feel comfortable with.  A fun and educational, interactive debate where your participation is wanted.

Learn what Experts say in How to Build and Retain Value for your Company

Important lessons shared by the Panel of Experts at the NSS CEO Workshop, Sept 28, 2011.

Many CEOs are so busy right now working in the business, that they lose sight of the longer term goals. Our panel of experts proposes ways to take a longer view and maximize the impact value drivers can have in achieving success.

The uncertain economy demands disruptive innovation, yet that implies risk that is harder to achieve. Agility is more important than ever. The 6 Value Drivers below show you how to incorporate hidden values into your strategy and how to achieve value short-term and for the future health of your company.

Carol Kunik, Vistage | Value Driver 1:

Culture and Communications are often overlooked and viewed as a soft skill.  In your work with CEOs, where do you see the pitfalls and breakdowns in communications of the mission, goals and objectives and why is it so important?

The CEO/leader is the creator of the culture. He creates dedication to a “noble cause” by winning the team’s commitment to the cause, communicating that “we are in this together” and developing a compelling saga in language that inspires passion for strategic results. This becomes the Mission of the company. High passion companies out maneuver the demoralized competition. The leader also stands for what is not tolerated on his/her watch in terms of ethics, relationships and work.

In the book “Better Under Pressure” by Justin Menkens the research indicates that great leaders strive relentlessly to maximize their own potential – as well as stoke people’s innate thirst for their own triumphs. He says they all exhibit three essential attributes (that are rare, but can be learned) realistic optimism, subservience to purpose and finding order in chaos. It is up to us to create the environment we want to work in.

Steve Wishner added that leaders must have ‘town meetings’ and execute against goals.  Everybody needs to focus on mission and goals.

We spent some time going around the room to share our Mission Statements and how to think about crafting one:

  • What drives you?
  • How are you uniquely successful?
  • Why does it matter?
  • Re-communicate to highlight mission and goals

Dan Adams, NENS | Value Driver 2:

Technology is ubiquitous these days yet widely under leveraged.   What are some of the key aspects to consider ensuring our investments in technology will create value for our businesses?

Technology is a value driver if it is truly understood.  Most companies are winging it when it comes to a solid IT strategy.  There are two key areas we see companies lose control, efficiency and money.  The first is creating a real IT strategy and the second to understand the resources required for efficient technology usage.

IT strategy needs to include your business objective and goals, an accountability chart, a budget including human capital, timeline, operational support, cultural integration and metrics to measure outcomes.   This plan is a map to follow, to hold IT accountable for the targets you desire to hit.

Different skill sets are required to accomplish the tasks all businesses have.  Think of it as a transmission on a car.  You have different gears to enable different driving requirements.  In IT there are 5 basic levels which are help desk, network administration, specialized engineering, operational practices, and CIO skills.

Technology is a value driver if it is truly understood.  Most companies are winging it when it comes to a solid IT strategy.  You want to have a clear strategy and also a multiple gear box which refers more to the different levels of IT expertise you want to consider and don’t forget the roadmap.

Ron Adams, Capstone Partners | Value Driver 3:

A strong Brand with product and services visibility is an important value driver for a business.  How can a business enhance their valuation through brand recognition?

Brand recognition is an important value driver. Make your brand visible, recognizable and tie it to your mission statement. Brand awareness is a key intangible that is reflected in your workforce, customer relationship and distribution of products.

How does one quantify a brand, a CEO asked?  You can analyze the average lifetime of a customer, customer retention from the history of your client list. You then want to figure out what it costs to acquire one client.  Looking at loyalties of other brands will give you ideas, based on your sales, 3-4%should be spent on branding.

If you find your brand diminishing, identify the problem, develop an action plan and ask yourself if you are still accountable for your value you bring to your customers.

Beth Arnold, Foley Hoag | Value Driver 4:

Intellectual property in form of patents and trademarks are essential in managing competitive risk. How should a business look at its IP Portfolio today and have you seen companies benefit from repurposing IP?

Companies should do all that they can to strengthen the value of their IP- always.  Patenting, in particular, can be very expensive.  So you have to ask, do you really need a patent?  Patents are critical for technologies that require long and costly development and/or that require regulatory approval.  Example include drugs, medical devices and medical diagnostics.  Patents may not be important for technologies that will continue to be improved and can be maintained as a trade secret- software, for example.

If you are planning to obtain financing from an angel or VC investors, it is important to understand what they think of patenting for your particular product/technology.

In the current economy, it has become increasingly important to be strategic about patenting in order to minimize costs.   You may apply for patents in fewer countries, you may avail yourselves of international and regional filing systems.  You may file provisional patent applications.  However, it is critically important to spend the time and money upfront to fully develop the invention, make sure it is adequately described in the patent application and that the  broadest claims available are supported and pursued.

Trademarks, names of your product, logos, tag lines, slogans are important intellectual property.  Trademarks may be federally registered and it is not as complex to do that as it is to get a patent.  Also state law provides certain trademark protections based solely on use.

As for repurposing IP, that is a tricky thing, since a patent is only as important as what it is protecting.  For telecommunications and other technologies, what a patent actually covers may not always be clear.  This is why some companies with money buy up all relevant patents.  If someone sues them for patent infringement they hopefully have at least one patent that they can assert back.

Ben Weller, Next Stage Solutions | Value Driver 5:

We know that processes and methodologies are important to bring efficiencies and higher productivity for the business. How much impact do such value drivers have in a business and can you give us an example?

An often overlooked value driver is the process flow analysis.  Find your bottlenecks or silos and figure out how to resolve them. Make people in your firm accountable for what they do. The value creation comes from the top down by setting business cultures where all employees are encouraged to problem solve at the grassroots level. Allowing everyone to contribute
will enhance your bottom line.

Rolling Forecasts is another tool that helps businesses stay agile and forward looking at the same time.  When a business develops a budget, typically once a year, there is a tendency to work towards that budget, a static document at best. This process is not innovation enhancing, whereas with a Rolling Forecast, the CEO   each quarter looks one quarter back and two ahead and makes changes and adjustments accordingly.

If for some reason projected quotas are not met, the rolling forecast model forces you to identify the reasons and either fix the problems or recalculate the projections.  We love this model because it helps businesses stay nimble and encourages them to embrace ongoing changes in the business.

Steve Wishner, Corporate Advisor and Managing Director, Exigent, LLC | Value Driver 6:

Focusing on the right value drivers can prove critical in an environment such as this. Steve, could you address some of the value drivers that you believe are most important for CEO’s to focus on in this economy?

In a slow recovery it is especially important to maintain positive cash flow? How do you accomplish this? Firstly, size the business to realistic revenue expectations.  If revenue is declining and you generate revenue below the capacity of the workforce you have hired, looking at layoffs may be inevitable.  Think hard, act decisively, do it ONCE and get it over with quickly. Importantly, communicate right away with the survivors and assure them  that the trauma is over and that they are the critical workforce  that the Company will now be depending on as it moves forward.

Another aspect of keeping cash flow positive is to understand and analyze your variable and fixed costs. Move as many costs as possible from fixed to variable. Evaluate what is your core competency and outsource most non-competencies.

What does your web presence look like?  Can you use it better and provide services online?

What does your collection rate look like and can you discuss with your customers how to  speed up payments?  How about on the accounts payable side?  Be careful, but have a conversation with your vendors as well.  Vendors and suppliers do understand the current economic situation and you can get almost always some better terms with the proper dialogue.

Analyze your inventory and make sure what you have is not obsolete and overstated in your books. Can you eliminate or lower inventory levels on lower turning sku’s?

Lastly, increase customer service, give your customers extra attention and demonstrate how you can be of increased value to them in multiple ways.

The session ended with additional Q&A from the enthusiastic CEOs in the room and hand outs appropriate to the topic.

Please join us for our next CEO Workshop, Thursday, Nov 17 at the Foley Hoag Emerging Enterprise Center on the topic of “How to Gain Access to Capital Markets“.

How do you communicate and manage the goals for your team?

On May 11, 2011, NSS held a CEO Workshop concerning Budgeting and Forecasting.  The group discussed the different measurement criteria, value drivers and how to lead an ongoing budget process within your business. Flexible budgets, annual budgets and rolling forecasts were compared.  Here are two articles you may want to read that are relevant to this topic.

Contact Ben Weller, BD & CFO of NSS at weller@nextstagesolutions.com or call at 617-449-7728 ext. 710 for a consultation.

  1. Let It Roll: Why more companies are abandoning budgets in favor of rolling forecasts by Russ Bangham of CFO Magazine, May 2011
  2. Use a Rolling Forecast to Spot Trends by Harvard Business School Working Knowledge, March 13, 2006

Budgets and Forecasts represent two parts of a business management continuous improvement process. A successful enterprise must first have a clear understanding of its strategic plan. In fact Budgets and Forecasts are the financial GPS tools that carry strategy through to implementation.

How do you communicate and manage the goals for your team?

The workshop posed the following questions to our CEO participants;

  • Do you see a budget as a Strategic or a Tactical tool?
  • How can your budget reflect your strategy?
  • Do you see your budget as more of a tactical tool, i.e. the performance yardstick for annual goals and compensation plans?
  • Is the budget made up of strictly financial metrics?
  • Where do you capture operational goals and performance measurement metrics?
  • Is your budget implementation process a reflection of your company’s culture or is it a process within itself?
  • Do you recognize your business and industry drivers within your budget?
  • Does your budget have an expiration date, or do you keep it alive through continuous improvement forecasting?

Ben Weller, BD & CFO for Next Stage Solutions compiled the following check list as a hand out:

The measure of how you execute strategy is captured in the topic of Budget. But different areas of your business require different measurement criteria.

Budgets can refer to:

  • Marketing Strategies
  • Sales Plans
  • Operational performance
  • Human Resource development
  • Capital Investment
  • Financing Strategy
  • Ownership Return

And can take on many measurement dimensions

  • Fiscal
  • Continuous Improvement goals
  • Key Performance indicators
  • Strategic Planning Milestones
  • Benchmarked Metrics
  • Customer Satisfaction

Budget Implementations can take on the personality of the organization

  • Size of Company and distribution of authority
  • Top Down versus bottom up management style
  • Fiscal Micro management vs  Strategical Macro management
  • Cash Flow is Primary Focus
  • Performance vs External Expectations is a Priority

And all methods and uses need to focus on Business Drivers

  • Variable Sales and Cost (Marginal Profitability)
  • Fixed Costs
  • Project Costs (New Product Introduction)
  • Occupancy Costs
  • Variable Energy Costs
  • Headcount
  • Average Selling Prices (Competitive Positioning)
  • Efficiency (Labor and Machine Operations)
  • Productivity

What Profiles of budget design fit with various industries

  • Software
  • Life Science
  • Medical Device
  • Manufacturing
  • Food Production
  • Professional Services

What are the various focuses of forecasting and where do they apply

  • Traditional Rolling 12 Month forecast
  • Sales Driven Top down vs trend based
  • Cash Flow vs P&L
  • Analysis vs Plan
  • Current State vs Future State (This involves lean accounting and is a whole other topic)

If you are interested in this topic and would like to explore rolling forecasts further for your business, NSS provided a customized one-day workshop.

Contact Ben Weller, BD & CFO of NSS at weller@nextstagesolutions.com or call at 617-449-7728 ext. 710

GPS for Budgets & Forecasts: What are your Value Drivers?

NSS Workshop Series for CEOs and Business Owners

If you are a service provider receiving this, please share it with your clients, a value add for you, thank you.

GPS for Budgets & Forecasts: What are your Value Drivers?

Date: Wednesday, 11 May, 2011 | 7:30am – 9:30am

Place: Bridge Bank | 1050 Winter Street | Suite 1000 |

Waltham, MA | light breakfast

The measure of how you execute strategy is captured in the topic of Budget. But different areas of your business require different measurement criteria, all of which fall under the subject of Budget.  In this workshop we will discuss and answer questions around value drivers and how to communicate and manage your goals within your business. We will also talk about the importance of aligning strategy to Budget.

Mail in or bring your questions to this interactive discussion with our very own NSS team:

Moderator:

Rudi Scheiber-Kurtz, CEO, Next Stage Solutions, Inc (NSS)

Panelists:

John Connolly, CFO, NSS
Steve Dance, CFO, NSS
Laurie Taylor, Controller, NSS
Ben Weller, CFO, NSS

Host:

Dick Sweeney, Partner, Bridge Bank

Discussion Topics:

  • How can your budget enable you to execute your strategy?
  • How does your organizational culture drive the way you design a budget?
  • What are your business drivers and what methods and uses should you focus on?
  • How do you integrate functional planning into your budget implementation process?
  • What are the metrics dimensions of a budget?
  • What budget profiles fit your industry?
  • How can forecasting be a reality measure on your business strategy?

Who should attend?

CEOs and presidents of companies with $3MM+/- of revenue who are considering next steps for their company.

If you do not match the above criteria, please forward this email to clients and colleagues who are. They will appreciate it. Thanks.

About the NSS CEO Workshops Series:

Next Stage Solutions, Inc (NSS) is a financial consulting firm providing CFO and Controller support to growing businesses on an interim or ongoing basis. Through its extensive network, NSS began offering the workshops in 2010 exclusively to CEOs and presidents of growing companies.  These workshops are interactive in nature and encourage company leaders to explore new ways of tackling the complexities a 21st century business, to learn from each other and gain new and more effective tools in leading their business to the next stage.

Register today at info@nextstagesolutions.com or 617-449-7728