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…
The post How *Not* to Become My…
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…
The post Why Worry?
Financial Analysis Should Include Non-Financial Numbers (March 2024)
Every business runs on dollars — but there are limits to purely financial analysis. When tracking performance and working to maximize the output of critical measures, it is important to look beyond just financial indicators and consider other factors as well. In today’s newsletter, I share examples of additional, quantity-related measures that should be included in the overall mix. Read more……
The Critical Importance of Accurate Data Use and Analysis (February 2024)
Every well-run company relies on data to operate the business. But using the wrong data or looking at it in the wrong way can lead to faulty “insights.” This month, I take a look at how data should (and should not) be used by businesses when attempting to draw conclusions and make decisions. Read more…
The post The Critical Importance…