Numbers Navigator Helps Pool Company Float More Cash to the Bottom Line

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About the Company

Bill White built Southern Splash Pools (“SSP”) in 2001 to provide northern Georgia with quality custom and new pool construction, pool repair and maintenance services.  SSP provides a lifetime structural guarantee with all of its installations.

The Situation

Over the years, Bill realized that his profits weren’t where he thought they should be, but couldn’t identify exactly why:  “At the end of the day, our overall sales numbers were good, but the bottom line was not.”

The Solution

Intrigued by information about the Numbers NavigatorR he found in the Numbers Coach (“NC”) monthly newsletter, White decided to “pull the trigger” and contacted NC’s, Mike Iverson, to provide a comprehensive analysis of SSP’s financial operations.  Iverson used the Numbers NavigatorR to determine the key financial drivers in SSP’s business model, then conducted a discovery session with management to gain an understanding of their key business issues.

NC provided SSP with a comprehensive financial report that identified opportunities to drive more cash flow from the business.  Together the Numbers Coach and SSP determined that margins were too thin, and that pricing per project needed to be adjusted to reach the profitability desired by SSP.  To achieve this the Numbers Coach provided:

  •  A 20+ page financial report detailing key drivers in SSP’s business model
  • Cash on hand/revenue targets for each month
  • Models for various pricing strategies and guidance on creating the pricing structure that would provide more profitability
  • Provided a short-term planning tool to ensure resources and cash were allocated appropriately
  • Established a schedule for accountability check-ins to measure progress on financial goals


“I appreciate Mike’s approach, which is educational and ‘real world;’ he boils it down to
what I really need to know to run my business. The best part is that I now understand
what the numbers are telling me and I have someone besides myself to hold me
accountable for reaching my financial goals.”


Bill White, President, Southern Splash Pools

The Numbers Coach Helps Medical Practice Improve Profits

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The Company

Choice Care Occupational Medicine and Orthopaedics (“CCI”), founded by Dr. Ish Khan, provides a 21st Century practice model which blends the two specialties of occupational medicine and orthopaedics. Dr. Khan’s unique program is the only one of its kind in Georgia that has proven enhance the quality of patients’ medical care along with dramatic cost savings for its clients.  (Now part of U.S. Healthworks, CCI has six locations in metro Atlanta.)

Situation

Dr. Khan wanted to enhance his team’s financial management and reporting.  The CCI team was looking to create a platform to communicate the company’s key performance indicators (“KPIs”) that drive its financial results.

Solution: The Numbers Coach Financial Leadership Services

According to Dr. Kahn, the Numbers Coach (“NC”) financial leadership services were an “ideal” fit for developing CCI’s performance metrics.  NC developed a financial dashboard focusing financial drivers that provide visibility into the profits and cash flow critical to sustained growth of a business.  The dashboard offered both graphs and numerical charts to give an “at a glance” view of results.  In addition, TFI reviewed the company’s financial results each month to help the team identify areas of concern or improvement.

Results

NC effectively pulled together the required financial and non-financial data to complete a dashboard.  Each month TFI assisted with the monthly financial results for the dashboard.   More importantly, NC’s methodical approach to measuring and reporting financial results provided the CCI team with timely information to take actions on profitable activities for bottom line results.

“Mike has been an integral part of our team over the years.  His solid understanding of financial reporting processes and systems provided our company with the right tools to navigate our finances successfully.”

Dr. Ish Khan, founder/CEO

The Six Elements of Balanced Wealth

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For many successful entrepreneurs, wealth is measured in the most traditional medium: money. There’s enough money to support a chosen lifestyle, provide for loved ones and save for a comfortable retirement. There are even opportunities to enjoy some of life’s real pleasures.

Yet for every entrepreneur who is content with financial success, there’s another who wonders whether there isn’t more to life. In his book, Wealth and Happiness: Using Your Wealth to Create a Better Life, wealth advisor and author David Geller explores the feelings of emptiness that sometimes accompany business success.

Drawing on his experience as CEO of a prominent Atlanta wealth management firm, Geller describes people who are financially well-to-do, but find their lives unfulfilling. Geller himself struggled with such feelings following divorce. His clients often struggled with similar feelings after the death of a spouse or the loss of a business partner.

In coping with the loss of an important relationship, money is of little comfort. Incremental increases of income are not met by increased happiness. In fact, many people in that situation experience a negative correlation between increased wealth and their levels of happiness. That got Geller thinking about his clients’ situations, as well as his own. If their lives aren’t better at the end of the day, what’s the point?

 

A Holistic Approach

He began to research the notion of happiness, including Aristotle’s theory that “happiness is the meaning and purpose of life, the whole aim of human existence.” He learned that happiness is built on the foundation of a stable, balanced lifestyle. In particular, he identified six elements of wealth that are always present in stable, balanced lives as:

  1. Time
  2. Money
  3. Talents
  4. Body & Mind
  5. Wisdom
  6. Networks and Community

The key component is not money, but relationships (Networks and Community). The quality of a person’s most important relationships is the surest measure of happiness. When people commit to nurturing those relationships, the other elements of wealth seem to fall into place.

As a wealth advisor, Geller now believes his job includes managing a client’s mindset as well as his or her money. His findings led him to redefine the wealth management firm and put in place a system that would help clients pursue overall fulfillment and happiness. The firm’s approach is based on a model called Behavioral Wealth Management, which incorporates scientific research about decision-making and life events.

Geller also identified barriers that prevent people from using wealth to maximize their happiness. One of the most common is confusing pleasure and wealth. Activities that are pleasurable ignite your senses. True wealth, on the other hand, is about igniting your passions to make a difference in someone else’s life.

Personalization of behavioral wealth management is possible through use of tools that assess a person’s attitudes toward money and relationships. It’s a science-based approach to achieving stability in a client’s lifestyle.

If you see an inverse correlation between an increase in your wealth and your level of happiness, it may be time to rearrange priorities. Give us a call at (404) 353-2148 or send us an email, and we’ll discuss ways to restore your sense of a balanced life.

What Is the Balanced Scorecard? (And Why Should You Care?)

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By Michael Iverson

If a business advisor told you that more than half of the largest U.S. corporations used a particular management tool, chances are pretty good that you would be interested in using it for your business.   The balanced scorecard is, in fact, widely used by America’s largest companies. Editors of the Harvard Business Review named it one of the most influential business ideas of the past 75 years.

The purpose of the balanced scorecard is alignment of strategy with the daily activities of a business.  It was introduced as a performance measurement framework in the 1990s by two business professors — Drs. Robert Kaplan and David Norton. The idea is to augment traditional financial business metrics with strategic, non-financial performance measurements. In combination, the two very different kinds of measurements provide a more balanced view of a company’s performance, especially its progress toward achieving long-term, strategic objectives.

A Change of Focus

The balanced scorecard attempts to address a long-time shortcoming of U.S. businesses – their focus on attainment of quarterly earnings goals, while paying too little attention to building long-term value. By focusing on near-term earnings, which are easily measurable, American businesses often neglect investment in intangibles, the returns of which are more difficult to measure.

Focusing on past events causes companies to under-invest in important areas like product and process innovation, building and retaining employee skills, and improving customer satisfaction levels.  These intangibles contribute significantly to the long-term value of a business.  Companies create future value by investing in customers, suppliers, employees, processes, technology and innovation – the intangibles that matter today.

Companies can only improve management of their intangible assets if they integrate measurement of those intangibles into their management systems. This notion led to development of a management tool for describing, communicating and implementing strategy – the balanced scorecard.

The scorecard envisions a company’s Vision and Strategy at the center of a continuous feedback loop, surrounded by four perspectives, each with its own business metrics. A company collects and analyzes data relative to each perspective.

The Learning & Growth Perspective

Employee training, individual growth and company-wide improvement are hallmarks of great companies. Employees who embrace technological advances and mentoring become more productive. Their collective knowledge significantly enhances the company’s value.

The Business Process Perspective

Managers need to know how well the business is performing based on its internal processes. Are the internal processes allowing the company to produce quality products and services, while achieving incremental improvement? The metrics for this perspective are unique to each business and should be designed by managers who are intimately aware of both internal processes and customer needs.

The Customer Perspective

Perhaps the most important management concept of recent years is the realization that meeting, if not exceeding, customer expectations is a leading indicator of business success. Customers whose expectations are met or exceeded become extremely loyal, building business value. When expectations are not met, customers begin to look for other suppliers.

The Financial Perspective

Traditional financial analysis does provide useful information. Kaplan and Norton suggest that it is most useful when it encompasses risk assessment and cost-benefit measurements, and when it is balanced by data from the other three perspectives.

If you would like help in creating a balanced scorecard for your business, just give us a call at (404) 353-2148 or send us an email, and we will be happy to help!

Prominent Placement

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Company
In 2001, Stacy Williams launched Prominent Placement, Inc. (“PPI”) with the vision of creating a preeminent search engine marketing company.  The company focuses on helping drive targeted traffic to their clients’ websites and generate traffic that converts to sales.  Stacy’s firm is at the forefront of the changes occurring in the online world of search engine marketing, ensuring their clients are up to date on the technologies and methods considered best practice.  But most of all delivering results that grow their clients’ revenue.

Situation
As an emerging growth company, PPI was at a crossroads on several key operational decisions that would impact the company financially.  Stacy and her team needed an understanding of whether the company could afford to make those decisions, including committing to lease office space.  PPI was looking to move from a pure virtual office to a hybrid model (office space and virtual office).  They needed to know how much space they could afford, when best to make the change, and how to fund it.

Solution
PPI hired the Numbers Coach (“NC”) to provide a comprehensive analysis of its financial operations.  NC used its Numbers Navigator™ to assist the PPI team in assessing its ability to fund the key business decisions.  Through a discovery session and gathering of financial data, NC gained an understanding of the key financial drivers of PPI’s business.

Results
NC provided Stacy and her team with a comprehensive financial report that outlined how PPI could implement its decisions and understand the financial impact.

  • A 20+ page financial report with key performance indicators (“KPI”) driving the business
  • An Executive Summary outlining PPI’s cash flow drivers and how to increase cash flow
    • The summary also provided recommendations on what decisions the company could afford to do.

 

“Understanding the financial end of my business has always been my weakest area.  After working with a variety of other financial advisors over the years, Mike Iverson was finally able to explain my own company’s financial data to me in a way that really made sense.  He has educated me on how decisions we make all year long will impact our cash flow at the end of the year (and every day).  I feel like, after nearly a decade in business, someone has finally shined a flashlight into our numbers so that I can really see and understand them.  I feel much more in control.”

Stacy Williams, President
Prominent Placement, Inc.
Strategic Search Marketing

Understanding Your Financial Story: The Numbers Coach’s Numbers Navigator

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I have heard many times that business owners feel that their financial statements are written in a foreign language or that their financials feel like peering into a big black box uncertain what it truly contains.  Others describe it as a fog where they see the outline of their business but it’s not clear how to navigate the rugged coastline.

Often a business owner will understand the income statement and the fact that if you have a positive number at the bottom of the report, it’s good.  The bigger the better!  But then I hear, “wow I had a good year but I don’t have any cash left to pay my bills or make other investments.”

Your financial story has two sides to it, not just one.  It has the income statement plus the balance sheet.  Your balance sheet story is important because if you don’t manage it properly, it can “rob Peter”- the income statement, to “pay Paul”- the balance sheet.  How you manage your working capital will ultimately tell you how much cash is left in your bank account.

Before we go further, let’s define key components of working capital that drive cash flow.  In most companies Accounts Receivable, Inventory, and Accounts Payable are key cash flow working capital components.  How you manage these three key balance sheet accounts determines how much cash is left over.  Simply put, you want to have the shortest payment terms possible for your customers (Accounts Receivable) and you want the longest payment terms possible to pay your vendors (Accounts Payable).   For your inventory, you want to turn it over quickly and not let it sit in your warehouse gathering dust.

By connecting the financial story of the income statement to the financial story of the balance sheet, you can effectively see how cash flow is generated and how much of it you get to keep.

The Numbers Coach’s (“NC”) Numbers Navigator™ helps lift the fog and navigates you to the safety of the harbor where your company can see how to re-fuel and get back out on the high seas of commerce.  Through Trillium’s financial coaching and data gathering process, we gain an understanding of the business model and its drivers to effectively recommend actions best suited for a company to increase cash flow.

NC’s Financial Coaching services and Numbers Navigator™ helped Prominent Placement, Inc. (“PPI”) learn what financial drivers would help the business generate more cash flow and achieve several key financial goals.  Click on the following link to learn more about how NC’s Numbers Navigator™ can help you:  Numbers Navigator™

“Understanding the financial end of my business has always been my weakest area.  After working with a variety of other financial advisors over the years, Mike Iverson was finally able to explain my own company’s financial data to me in a way that really made sense.  He has educated me on how decisions we make all year long will impact our cash flow at the end of the year (and every day).  I feel like, after nearly a decade in business, someone has finally shined a flashlight into our numbers so that I can really see and understand them.  I feel much more in control.”

Stacy Williams
Prominent Placement, Inc.

Is a Clash Brewing in your Workplace? The Impact of Mixing Generation X and the Millennial Generation in the Workplace

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by Cynthia Miller of cindy.miller.atl.communications

As you watch the impact of the much-discussed generational mix on your company, pay particular attention to this: The most unsupervised generation in American history is starting to become the bosses of the most supervised generation in American history.

Generation X, the oldest of which were born in the late 1960s, is the next generation of corporate leadership. Independent from the time they were “latch-key children,” this demographic is moving into leadership vacancies created by the retirement of the Baby Boomers, now turning 60 at a rate of about 10,000 a day. Often described as a “cynical generation,” Generation X’s formative years were shaped by soaring divorce rates and two-income families, limiting the time they were physically in the presence of adults. They learned to do things themselves, at a young age, with little supervision.

Compare that upbringing to that of the Millennial generation, the oldest of which are now in their mid-20s. This generation saw a return to parenting, and has routinely sought out their parents for advice, encouragement and the creation of structure. Their time has been managed since they were toddlers, and praise was given out daily.

It’s the “Figure it out” generation up against the “How do I do it?” generation, and that’s bound to cause some friction in your company.

So what’s a CEO to do? Here are some ideas to help keep everyone focused on the business at hand:

  • Promote flexible work arrangements. One thing both Gen X and Millennial can agree on is a desire for flexibility. Mandatory face-time is out; results-based management is in. But flexibility doesn’t mean you’ve lost control of employees and the work required. Train your managers in the skills of goal-setting and performance evaluation. You’ll find productivity increases (along with the bottom line) when your staff feels ownership for meeting company goals.
  • Hone your employee communication strategy. Communication is critical to help the different generations understand the intricacies of a successful business. The standard employee newsletter may not be sufficient to a staff with expectations of immediate access to information. Personal communication skills, too, will play a vital role in keeping everyone focused on current business strategies and priorities.
  • Train the next generation of leaders. Gen X and Millennials are poised to sit in the driver’s seat of your business. Is your next generation of leadership up to the task? You’ll skip many frustrations — both for yourself and your managers — if you invest in leadership development to give your management team the tools they need to lead.

Harnessing the power of the generations will move your company to the next level of success.

Cynthia Miller is the principal of cindy.miller.atl communications, a company that specializes in communication strategy including crisis communication and media relations. Learn more at http://cindymilleratl.com/

Understanding Fixed and Variable Costs and Your Break-Even Point

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by Michael Iverson

Running a business is difficult enough when you have a good grasp of your cost structure. If you don’t understand the relationship between your fixed and variable costs, achieving financial success in your business will be challenging. Let’s take a closer look at these costs and what they mean for your business.


A fixed cost, simply stated, is a cost that is incurred whether you generate $1 of revenue or not. For example, building rent is typically a fixed cost. A landlord charges a flat fee per month for use of a property. The rent amount will be the same whether a company sells $1 million worth of goods and services or nothing at all. Other examples of fixed costs include insurance, equipment leases, and non-hourly administrative salaries.


A variable cost is incurred as a function of generating revenue. If you do not sell no product or service, you don’t incur this costs. You begin to incur variable costs as you generate revenue. Variable costs include direct hourly labor related to the provision of a service or the manufacture of a product. It can also include sales commissions paid, the cost of raw materials, distribution costs, and utilities expenses related to manufacturing activity.


Metrics You Should Know


Average fixed costs—Identify and quantify the fixed costs associated with running your business, and calculate the average fixed costs for a month. Monthly averages typically work well because some businesses have a degree of seasonality to them. In the example below, Acme Company had average monthly fixed costs of $241,891 for the year 2013.

Average variable cost as a percentage of sales—Simply divide average variable costs for the period by sales for the period to calculate this percentage. If Acme Company had average monthly variable costs of $341,985 and average monthly sales of $856,803, its average variable cost as a percentage of sales is 39.9%.

Break-even point—The sales level at which Revenue equals Total Costs is known as the break-even point. As the term “break-even” implies, Profit is zero after you subtract all of your variable and fixed costs. It can be expressed as the equation:
Revenue – (Total Variable Costs + Total Fixed Costs) = Profit


It’s important to know your breakeven point so you understand at a minimum how much in sales volume you need to generate just to begin to make a profit. Let’s apply the principle to our Acme Company example: 

Avg. monthly sales $856,803 x 12 mo.= $10,281,636 Annual Revenue

Total Variable Costs = $2,902,696

Total Fixed Costs = $4,103,820.
$10,281,636 – (4,103,820 + 2,902,696) = $3,275,120


In this example, Acme Company earned a healthy profit of $3,275,120 for the year 2013. To determine the break-even point, we want to find the sales level where profit equals zero. By definition, fixed costs are static no matter the level of sales. We know the variable costs as a percentage of sales are 39.9%, or .399 for purposes of our equation. We solve for the unknown figure, Sales: 

Variable expenses / (1-.399)= sales required for breakeven $2,902,696 / (1-.399) = $4,829,777


The break-even point is $4,829,777 of sales revenue. Acme Company must generate this level of sales before it can start generating profits for the year.


Managers find it helpful to know the break-even point for purposes of business planning. The break-even point is a basic, but important, business metric. Once a manager becomes familiar with this relationship, he or she gains an understanding of how much the business can expand before adding more capacity—which means adding higher level of Fixed Costs.

If you would like help in finding your business’s break-even point, contact us.  We’re here to help!