“Customer concentration” — a label that describes companies whose sales are concentrated in too few accounts — is problematic, both in terms of the cost of capital and, ultimately, company value. The best fix for this scenario is to avoid it entirely. Today’s newsletter offers suggestions for what to do when that is not an option. Read more…
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Advice From the Ice #25: Know the Rules of Engagement
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In every setting- business, sports, whatever- there are rules of engagement. Knowing those rules and applying guardrails in those situations can be the difference between success or failure. In a hockey game, I always ask the coaches at the beginning of the game about the history between the two teams. That allows us to gauge…
The Risk of Zero Risk (November 2024)
The essence of risk is that we don’t know today, with certainty, the effect our decisions will have in the future. We try and see if it works. But while businesses must take risks to survive, judgement is required to ensure those risks are undertaken wisely. Read more…
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Loan Defaults — A Business Borrower’s Primer (October 2024)
No business owner or principal takes out a loan with the expectation of not paying it back… and no lender makes a loan with that belief. Sometimes, however, circumstances (self-inflicted or otherwise) take over. Today’s newsletter looks at what to do if you are in danger of default. Read more…
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Is Your Organization Getting in Its Own Way? (September 2024)
Despite best efforts to communicate direction and hire well, many organizations struggle to achieve their goals. Often, the problem is one of internal bureaucracy, which prevents employees from completing tasks effectively. An “enabled organization” empowers individuals by ensuring they clearly understand their objectives, have the time and resources to achieve them, and the authority to make decisions. This month, I…
Directors and Officers: You May be More Vulnerable Than You Realize (August 2024)
My clients arrive in financial trouble — they hire me to get them out of it. But the best way to fix financial problems is to never get into trouble in the first place. The key is to pay attention to and execute on several important financial things. Today’s newsletter explains. Read more…
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How *Not* to Become My Client (July 2024)
My clients arrive in financial trouble — they hire me to get them out of it. But the best way to fix financial problems is to never get into trouble in the first place. The key is to pay attention to and execute on several important financial things. Today’s newsletter explains. Read more…
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How to Improve Your Lender Communications (June 2024)
A loan is both a contractual agreement and a relationship. Ensuring the health of that relationship requires ongoing and positive communication with the lender. Today’s newsletter takes a look at lender communications and offers suggestions on how to do it well. Read more…
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Sell, Don’t Liquidate! (May 2024)
Selling a distressed business is almost always better than liquidating. But it is not easy, nor is it the same as selling a business that is healthy and solvent. You’ll need experienced, capable professionals by your side and a bias towards moving quickly. In today’s newsletter, I review the necessary steps for getting this done and share pointers for avoiding…
Why Worry? My Business is “Profitable” (April 2024)
Often, business owners incorrectly assume their business is profitable because they rely solely on financial statements. While these are certainly important, a true picture of business profitability requires understanding economic profit as well. In today’s newsletter, we explain the distinction and look at why evaluating economic profit is critical in assessing true financial performance. Read more…
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