Mark Maness, B2B CFO®
Providing B2B CFO® services in Fort Worth, TX and surrounding areas

We’ve all heard the phrase “paralysis through analysis”.  Some of us have even felt the negative effects that this has created for our businesses.  I ran across an article recently that had a really nice summary of this phenomenon and some advice on how to avoid it.

http://www.inc.com/young-entrepreneur-council/best-advice-i-ever-got-jesse-pujji.html

Jesse Pujji of Ampush Social summarized his thoughts as follows:

“It’s a cliché, but execution really is 99.9% of success in the early days of any start-up. Doing is far more important than thinking for start-up success!”

Three key points to remember are:

1.  Watch out for the most dangerous 4-letter word in the dictionary. … We were using the word “just” a lot: “If we just close a few clients and just buy some search campaigns, then we’ll be generating revenue in no time!” Of course, we didn’t understand until about six months in, when each of our “justs” took twice as a long as we expected and were four times more challenging. Today, it’s a mantra we live by internally: There is no such thing as “just.”
2. You don’t know anything until you’ve actually done it. … The takeaway is to analyze less and do more; only after doing do you get the actual data you need to understand your business.
3. Decision and action are always better than indecision and inaction.

This is great advice and especially relevant to start up and growth enterprises.  One thing I want to expand upon though is that it’s also essential to establish a solid business framework for action.  Sales are not to be pursued at any cost – only profitable sales.  Actions geared to adding customers should be balanced and adjusted by working capital restraints.  Strategic decisions like pricing and markets need to be vetted by a rigorous planning process that will guide good business “actions”.  And finally, procedures need to be implemented that will allow for accurate reporting and monitoring of the effects of management’s “doing”.

Entrepreneurs bring creativity and energy to their business.  They are the “Finders” in what B2B CFO founder Jerry Mills describes as the typical organization chart for small and growing businesses.  And every Finder needs Minders and Grinders to help them accomplish their goals.

Plan, then do.  Then monitor, review, adjust and do again. Or put another way, “First direction, then velocity”.  It’s a process that should be never ending for a profitable business.

Most Americans will tell you that health care reform is long overdue. This country has traditionally had the very worst healthcare in the developed world by a longshot. Even those of us who can afford health insurance frequently fly to such farflung locales as India and Bangkok to avoid the bureaucratic and financial burdens to getting care in the US. Health care reform is welcome in this country, but the way that it has been implemented is proving to be a mixed blessing. Here’s what you need to know as a small business owner:

For Businesses with 50 or More Employees

If you run a business with 50 or more employees, you’re going to be faced with the choice of providing each and every one of your workers with health insurance, or paying the federal government a $750 fee per uninsured employee. This will go into action in 2014. If you have between 25 and 49 employees, you won’t have to deal with this.

Small Firm Tax Credits

If you employee 25 people or less or if you are self employed, you may actually qualify for a tax credit thanks to the health care reform initiatives being put into action. This tax credit will go up to 35% of your premiums and will be based on the number of employees who work for you and their average salaries.

Cheaper Insurance for the Smallest Companies

The whole point of health care reform is making health care affordable again. While it sounds scary that the government is going to force us to cover our employees, the fact is that what we pay for health care for those employees a year from now is probably going to be less than what we paid for them a year ago. With the SHOP exchange, small groups can negotiate and exchange health insurance with ease, shopping around for the lowest prices and the best quality coverage.

For the Self Employed

Finally, for the one man/woman band, you are looking at the ability to take advantage of government subsidies for health care. If you are self-employed and earn less than four times the poverty level (as of now, this comes out to $88,000 a year), then you are looking at qualifying in 2014.

Not everybody is happy with how health reform has been put into action, but at least it’s here. Some small business owners may be fine with the bill as is while others may hope to petition to refine and improve the affordable healthcare act over time, but overall, we’re looking at more affordable healthcare for businesses and individuals alike. While it may be scary to hear that the federal government is now forcing you to buy health insurance for your employees, it might not be as pricey as you expect, just so long as you…

Make a Plan

The important thing is really going to be making a plan. Don’t go into the Obamacare era blind. Talk to someone like a B2B CFO who knows their way around the industry and can help you to formulate a plan of action that won’t leave you pinching pennies and taking out a business loan when these laws go into effect over the next couple of years.

All of a sudden, cash has become really tight. The worst thing is that you didn’t even see it coming. The payment from your best client didn’t arrive this week. It’s the same client that has never once been a day late with their bill. And now
payroll is due. And so is the rent bill and utility bill. As a business owner,
you are now faced with an ugly choice: Do you risk not paying the rent and
having the landlord show up at your door? Do you “slow pay” the utilities and
risk the power going out? Or, do you use the IRS as the lender of last
resort?

As you run through the options in your head, it’s easy to justify this way of thinking. After all, you are sure that you’ll be able to make up any past due payroll taxes next pay period. Surely the customer’s payment will come in next week and as long as you can catch up with the taxes before your quarterly 941 report is due, it will only be a fine – a fine you might regard more as interest. This isn’t tax fraud or something that happened because you just purchased a private jet; this is just what sometimes happens in a small business. And anyway, you only turn in a 941 once a quarter and it will probably be another two months
before the IRS catches the shortfall. You don’t want to be late on the payroll
taxes, but given the alternatives, it seems like the one that will cause the
least immediate disruption, and give you the most time to fix the shortfall.

Right about now most business owners reading this are going to fall into one of two groups of thought. The first group will be shaking their heads in disbelief and thinking, Who in their right mind would ever consider borrowing from the IRS? Congratulations, because you are right. You should NEVER use the IRS
as the lender of last resort. In fairness though, it’s probably more than
likely that you’ve never had to face the quandary.

For the other group of business owners, the ones who very well may have had to face this decision before, or, can foresee the possibility of someday having to make this choice, the question is “Why not?” Here’s why:

It’s Not Your Money

As virtually all business owners know, payroll taxes consist of an employer
portion of FICA and Medicare that the company pays, the employee’s contribution of FICA and Medicare, and the employee’s Federal Income Tax. The employee’s portion of the taxes is referred to as the Trust Fund portion. When a company does not remit the employee’s portion of withholdings, they have not only shortchanged the government, they have used someone else’s money (without their permission) to run their company. Although they may not harbor a fraudulent intent, this action could be looked upon as fraud.

Here’s an easy way to remember why a company should NEVER “borrow” from the IRS by using the Trust Fund portion of payroll taxes: You can go to jail!

Clearly this is not a cash flow strategy that should be considered. Even if you just know that your customer’s payment is in the mail and will arrive soon, it is not worth the risk. The penalties, fees and interest are steep and can snowball out of control, quickly. Even with the best of intentions, the company and the party responsible for remitting the payroll taxes can soon find themselves in a hole that is hard to climb out of.

How Can I Avoid Being Put in This Position?

Through effective cash flow planning. At B2B CFO, we have a saying – “Every company, regardless of size needs a CFO.” Likewise every company should have a cash flow forecast or projection. A regular analysis of the direction your company’s cash flow is trending will give a business owner the capability to adjust before he or she is faced with a dangerous decision. Many B2B CFO clients have found that the use of a rolling 13-week cash flow forecast has allowed them to manage their working capital more effectively and avoid this singularly nasty symptom of being in “The Danger Zone.”

By the way, not only does every company regardless of size need a CFO, with B2B CFO now virtually every company can afford one!

What If My Company Already Owes Payroll Taxes?

To fix the issue, you first have to accept the seriousness of the situation and
resolve to correct it.

• Don’t fall any further behind. If you are not in a position to catch up the past due amounts, at least make sure that all future payments are made promptly and completely.
• Contact a tax professional for advice. Depending upon the size of the issue, this could be a former IRS agent now in private practice, an experienced CPA, or a tax attorney. I would strongly discourage you from talking to the IRS on your own. Get someone on your side who will guide you through the process. B2B CFO partners have many relationships with experts in this field and will be happy to recommend several in your area.
• If you don’t have a reliable cash flow forecast, prepare one immediately. You will need this information in order to determine your current situation and your ability to come up with an acceptable payment plan. If you need outside help preparing a forecast, or educating your staff about preparing one, don’t hesitate to bring in a professional. A B2B CFO partner can quickly and economically assess your situation and deliver and effective tool.

Past due payroll taxes are a serious issue, one that should scare you into taking action. But in most cases it can be resolved. Recognize that you will need some
professional help and face the issue now before it gets worse. Once accurate
cash flow projections become a part of your regular management practice, you’ll
find that your company will probably be more profitable, and your stress level
will be more manageable.

If you’d like to discuss any of these issues, please feel free to contact me or your
local B2B CFO partner.

How Do You Define Success?

It seems like such a simple question.  How do you define success?  Notice I did not ask how do you define “business” success.  For most people those are two different questions with answers that do not often overlap.  But for small business owners and owners of family businesses, it’s more complicated.  The definition of business success can only be answered through the lens of your personal desires and intergenerational obligations.  You may have a business goal of increasing profits by 5% this year, landing that million dollar contract next quarter or just meeting payroll next week.  But in the back of your mind there are the longer term goals that have to be addressed.  How can my business fund my retirement?  Is my business susceptible to changes in the economy or technology?  Should I keep the business in the family or sell it for top dollar? Will my children want to take over my business?  Will they be qualified to operate it successfully?  How will the changing tax laws affect my decision?

In order to answer these questions there are some basic factors that need to be addressed:

Build your Team

Sometimes the biggest question you are faced with is how can you find the time to focus on these long term goals when your days (and sometimes your nights and weekends) are spent making sure that the doors stay open and the lights stay on.  Jerry Mills, CEO and founder of B2B CFO, in his book “Avoiding the Danger Zone” talks about the importance of building an infrastructure will enable the business owner to spend their time in the visionary “finding” activities that makes their company unique and successful, rather than in the “minding” and “grinding” functions that are more efficiently performed by administrative and operating staff.  Building this infrastructure can take many forms but it usually encompasses two key concepts – a) build a team and b) trust but verify.

Your “success” team should include both your key employees and your outside advisors.  Every company needs an attorney, banker, CPA/tax advisor and insurance broker.  Likewise, every company, regardless of size needs a Chief Financial Officer.  Just as it’s not necessary to have a full time lawyer or insurance agent on your company’s payroll, most small and mid-market businesses do not need a full time CFO.  With B2B CFO you get the expertise of a highly compensated Chief Financial Officer but only pay for them as needed.

By building a team that is made up of both company personnel and outside expert advisors the business owner has already put in place some checks and balances that serve to provide the “verify” to the trust.

Take for example your company’s payables. You may have heard your CPA mention the need to further segregate duties when it comes to cutting checks.  But to properly segregate those duties would mean adding another headcount to your accounting staff.  In the current business environment what small or mid-market business can afford to add a headcount simply to provide another layer of control?  One answer is for the business owner to do a complete review and authorization of each payable run.  That’s an effective control, but also one that takes the “finder” into a “minding” role.  Is it more valuable to your company for those two hours to four hours a month to be spent reviewing payables, or talking to your best customer?  That review function could be performed as part of your B2B CFO partner’s on-going engagement.  As an outside party, with no signature authority on your account, you have an experienced set of eyes to look for accidental overpayments and investigate potential discrepancies such as vendor checks being sent to two different addresses, or a vendors name put in the system under two different spellings (two frequent ways that fraud is perpetrated).

Set Goals and Monitor Progress

As the owner of a business you need to be the navigator, not necessarily the driver.  Take some time to decide where you want your business to go and plan the route that will get you there.  The goals can be simple numeric targets such as percentage increases in sales and profits, or more complex measures such as market share or research and development advances.  You should have short term and long term goals.  The more you can break down your goals into manageable pieces the more successful you will be in helping your team perform and reach those targets. 

But setting the goals is only the beginning.  A system has to be devised and implemented that can monitor progress toward your goals and keep everyone in the company focused.  These systems don’t have to be complicated or expensive.  In fact a budget and a monthly analysis of actual to budget are often times most valuable when they are kept simple and concise.  The key is to make sure that your accounting infrastructure is able to provide accurate, timely information in order to make the review relevant and actionable.  An as-needed relationship with a B2B CFO partner can help in this process.  By setting up proper accounting procedures, training your staff on the most efficient ways to accomplish an accurate monthly closing of the books, reviewing the product to ensure that the numbers make sense, and preparing or reviewing the actual to projected analysis a B2B CFO partner allows you to be the strategic leader your company needs – managing and making decisions on what course your business should take based upon complete, accurate information.

Another valuable tool in goal setting is a regular updating of your business plan.  Although a business plan does take some work, the benefits received from this exercise are numerous.  The planning process forces the business owner to think about and address both strategic and tactical issues.  The business plan can be an extremely valuable tool whenever you are educating outside parties about your business and your vision.  Whether you are seeking a line of credit, an equipment loan, outside investors, or even the outright sale of your company, an up to date business plan not only gives you a leg up in your management of the company, it conveys a perception of expertise and professionalism that will instantly bring credibility to your discussions.  Too busy to complete or update your business plan?  Rely on your trusted B2B CFO partner for help.  That’s what we are here for.

“Finding the Exit”

You’ve built your team and you’ve put in place an efficient and inexpensive process to monitor your progress toward your goals.  So what’s next? It’s time to sit down and determine your definition of success.  At some point in time every business owner will exit their business.  That may mean that you pass along your business to the next generation.  It might mean that you provide for your retirement by selling your business to a strategic buyer, or to your employees through an ESOP. 

You’ve worked very hard on your business and you’ve got to get this right.  Time to lean on the team you’ve built!

B2B CFO partners have developed the “Finding the Exit”TM program to help.  Ideally a business owner will implement the “Finding the Exit”TM program 24 months before an exit is contemplated.  In that time your B2B CFO partner will work with you to position your company to be the most valuable entity possible.  We will be the coach that works with you to oversee the entire process – from making sure the financials are clean, to addressing issues that could affect valuation (potential liabilities, proper documentation, etc.), to being the “general contractor” that manages all the relationships that will be necessary for an optimal result (legal, tax, CPA, banking, investment bankers etc.).

In summary, as you determine your own criteria for defining success keep in mind some of the key elements that can help you.  Set your goals.  Design and implement a system to monitor progress toward your goals.  Build a team to help you and always consider the end result of how you plan to eventually exit your business. 

As you build your team remember that every company needs a Chief Financial Officer, and with B2B CFO, every company can afford one.  Please feel free to contact myself or any B2B CFO partner if you would like to discuss any of these issues.

It’s the same story year after year for each and every customer.  They want more for less and if you, the business owner, can’t come up with a way to deliver, then another company will.  Strong relationships, brand identity, marketing appeal and superior product features are still important.  But if the price isn’t competitive, you are facing an uphill battle. 

One of the key advantages that small to mid-size businesses have over their larger competitors is the ability to quickly adapt to the changing requirements of their customers.  In order to keep that competitive edge, a growing business has to be able to maintain its own flexibility and manage costs.  One of the best ways to remain a mean, lean, profit machine is through outsourcing.

At its core, outsourcing is a simple concept, one that growing businesses have been using for years.  It’s simply moving the performance of a business function from your company’s payroll to someone else’s payroll.  I’ll go into more detail on what types of business functions are the top candidates for outsourcing, in a later post.  For now let’s keep it brief – almost any business function can, and often should, be outsourced if it is not your core competency.  The benefits are numerous:

• Cost Savings – can it be done cheaper by a company that specializes in that particular product or service? 
• Quality – can you receive a better quality product or service from an outside source?
• Flexibility – does outsourcing allow your company to quickly adapt to either sudden increases in business, or just as importantly, sudden decreases in business?  An important measure of this can be found in your operating leverage ratio, or the measure of fixed costs to variable costs.  The more a business can shift expenses to the variable category, the better.  Remember the “Great Recession?”  The earlier a company is able to shed costs, the better it will be able to handle economic downturns.
• Opportunity Costs – The less time that business owners have to spend on the management of non-productive functions, the more time that is available for developing customer relationships, product innovations or the core competencies of the organization that set the business apart from its competition.

The last point deserves further discussion.  In his books, “The Danger Zone” and “Avoiding the Danger Zone,” B2B CFO Founder and Chief Executive, Jerry Mills categorizes business functions into three groups – finding, minding and grinding.  Business owners and entrepreneurs are the finders, engaging in the visionary activities of developing both the company’s products and services and the company’s customers.  Any activity that keeps the “finders” from this role – be it managing the payroll process (a minding activity) or the manufacturing process (a grinding activity) − can set a company on a path toward “the danger zone.”

So the proper use of outsourcing can be cheaper, provide better quality, offer the flexibility to handle rapid increases (or deceases) in business and allow the company and the company’s management to focus more on adding value. 

There are two issues that need to be addressed before an outsourcing decision is made.  The first is to decide if the business function is one of your core competencies.  Never outsource your strengths, your relationships or the things that make your company what it is.  If you own an architectural firm, you can’t outsource the design of the buildings or your contacts with your customers.  These are the things that set you apart.  If, however, you own a construction company you may want to sub-contract the electrical and the plumbing work because what you are best at is not necessarily installing wire or pipe – it’s bringing a project in on time and under budget.

B2B CFO partners are experienced in helping business owners evaluate what functions can be effectively outsourced and in developing cost models that can quantify the dollar savings involved.  In fact, as a part time CFO, we are your outsourced Chief Financial Officer – offering all of the cost savings, quality and flexibility that a business owner should expect from the nation’s largest part-time CFO firm.

For most small business owners, finding financing and working capital can be an overwhelming task.  The process can be confusing, frustrating and time consuming. Worst of all, it can take you away from running your business.   However, it can also be one of the most important decisions a business owner will face with implications that benefit, or burden, the company far into the future. The Small Business Administration Loan Programs can offer substantial benefits to small business owners but the process can also be daunting.  To get the full benefits of SBA Loan Programs we need to understand what they offer and understand the process.

If I receive an SBA loan, do I make payments to the government?

No.  SBA loans are made by individual banking institutions.  The Small Business Administration offers a guarantee of a certain percentage of the loan amount.  By offering a guarantee on a portion of the loan, the SBA seeks to reduce the bank’s risk. This is an important component in a bank’s decision to make a loan to a small business, which may not have the resources, capital and established history that a larger corporation usually has.

I have a great relationship with my banker.  Why would I consider an SBA loan?

There are several reasons that a business owner should explore the SBA loan option.  For example, even if you have a great relationship with your bank, the fact that a portion of the loan amount is guaranteed could convince them to increase your credit limit. The primary benefit of an SBA loan is the length of the repayment period.  The term of most SBA loans can be longer than what a bank is willing to extend.  A longer repayment period means a smaller monthly payment.  This opens up a whole new world of expansion opportunities for a small business.

Whom should I contact at my bank about an SBA loan?

Start with your banking officer.  More than likely they will refer you to the bank’s SBA loan department.  A word of warning: Although most banks have a Small Business Administration loan department don’t be surprised if the level of attention you receive is less than you expect. The administrative burden that the government places on SBA funding combined with the fact that most SBA loans are significantly smaller than the bank’s regular business loans, makes the process more costly for the big banks. But don’t despair!  There are banks, and bankers, that specialize primarily in SBA loans.  You can receive a list of SBA-approved lenders from your local SBA office, or simply ask your B2B CFO partner about which institutions in your area they would recommend.

What types of businesses are eligible for SBA loans?

As you would expect, with a government program, the SBA has many different types of loan programs with varying eligibility requirements. In general, the business must be operated for profit and meet SBA size standards.  The business owner must show good character, management expertise, commitment and the ability to repay the loan.

It sounds good so far.  What’s the downside?

There are several factors that need to be considered before pursuing an SBA loan.  There are fees involved and the interest rates can be higher than what you might obtain for a conventional bank loan. These financial considerations are not extreme and are often offset by the longer repayment period.

The primary consideration is the application process.  It’s fairly lengthy and can be challenging to navigate without the help of an experienced professional.  A failure to dot all the “I’s” and cross all the “T’s” will result in the application being kicked back – a frustrating and potentially costly delay.

Will I need an audit?

No, you will not need an audit to apply for an SBA loan (although an audit is always looked upon as a plus). You will however need accurate historical financial statements, budgets, and projections, which include cash flows that show what the proceeds of the loan will be used for and the company’s ability to service the debt.  You will also need to be able to convince the lending officer that you understand the financial implications adding the debt obligation and explaining to them the financial benefits it will provide your company.

How can B2B CFO help me through this process?

As the nation’s largest part-time CFO firm (with close to 200 partners and over 5000 years of combined CFO experience) we can absolutely help a business owner as he/she seeks financing – conventional or SBA. From a strategic standpoint we can help the company analyze available financing options.  If an SBA loan makes sense, we will work with the business owner to prepare the projections and cash flows, review the application document and ensure that the proposal is as banker friendly as possible.  If you would like to explore the option of an SBA loan for your business please feel free to contact me.

B2B CFO NAMED IN PRESTIGIOUS INC. 5000 LIST

184% Growth Earns B2B CFO Spot in the 2010 List of Fastest
Growing Companies in America

Phoenix, Ariz. August 24, 2010 – B2B CFO, nation’s largest
provider of CFO services to small businesses, has been named to the
prestigious Inc. 5000 list of fastest growing companies in America.



Now in its 29th year, Inc. Magazine’s annual ranking judges US-based
and privately held companies by their revenue growth. This year’s
list was ranked on the percentage in revenue increase from
2006-2009. B2B CFO’s growth earned 84th place in its industry.

“There are approximately 27 million small businesses in the U.S.
today,” said Jerry L. Mills, founder and chief executive officer of
B2B CFO, “It is a huge honor to be among the fastest growing and the
most successful businesses in the country. Our firm has experienced
tremendous growth over the past few years and we are on track to
continue expanding. I am especially grateful to all of the firm’s
dedicated Partners who continue to advocate our services around the
nation.”

In a personalized letter congratulating B2B CFO on this
accomplishment, Jane Berenston, editor-in-chief of Inc. Magazine’s
wrote “Congratulations: your company, B2B CFO, has made the 2010
list of the fastest growing private companies in America. This
achievement puts you in rarefied company, especially if you consider
that over 27 million businesses are registered in the USA. The elite
group you’ve now joined has, over the years, included companies such
as Microsoft, Timberland, Visa, Intuit, Jamba Juice, Oracle, and
Zappos.com. I look forward to congratulating you in person in
Washington, D.C.”

B2B CFO’s growth is reflected in numerous awards this year. The
company was also recently named in ACE Corporate Growth Awards,
which recognized the most successful and fastest growing companies
in Arizona.
In August 2010, B2B CFO has grown to 170 Partners across 39 states,
representing 5,000 years of cumulative experience. Each Partner is a
seasoned financial executive who serves as CFO to growing businesses
on as-needed basis. Approximately 80% of the Partners have a
background that includes senior executive positions at the Big Four,
and all of the Partners have held high level executive finance
positions in various industries in corporate America. Together, B2B
CFO Partners work with more than 500 businesses in the nation with
combined annual sales of more than $3 Billion.

Jerry L. Mills and many of the B2B CFO Partners regularly dedicate
time to educate business owners on financial matters. Mills is a
frequent speaker and contributor and has been featured on many
national media networks including FOX Business, Fortune Small
Business, Smart Money and many others. Mills is also the author of
The Danger Zone – Lost in the Growth Transition, and Avoiding The
Danger Zone – Business Illusions, both business non-fiction books
that help entrepreneurs understand and build a strong financial
strategy.

“We look forward to participating in the Inc. 500|5000 conference in
Washington, DC this fall,” added Mills. “Along with my colleagues, I
look forward to the October 2nd awards ceremony and to meeting the
entrepreneurs that created the other 5000 fastest growing companies
in America.”

About Inc. Magazine

Founded in 1979 and acquired in 2005 by Mansueto Ventures LLC, Inc.
is the only major business magazine dedicated exclusively to owners
and managers of growing private companies that delivers real
solutions for todays innovative company builders. Inc. provides
hands-on tools and market-tested strategies for managing people,
finances, sales, marketing, and technology.

Inc. Magazine’s 29th annual Inc. 5000 ranking of the fastest-growing
private companies in the country is available online at
www.inc.com/inc5000/list

About B2B CFO

Headquartered in Phoenix, Ariz., the firm was founded in 1987 by
Jerry L. Mills. B2B CFO is the nation’s largest CFO firm serving
entrepreneurial, growth and mid-market companies with revenue under
$75 million. The firm’s partners have an average of 25 years of
experience and each individual partner is a senior level executive
with a broad range of expertise. Please visit online at
http://www.b2bcfo.com/