Managing cash flow is critical to the success of any business. Get it right, and shareholders, creditors, and employees are happy. Get it wrong, and the company could end up on the ropes.
Cash flow problems can perplex even profitable companies, particularly those experiencing rapid growth.
So, how do you protect your company from future cash flow issues?
Cut Costs
Cost-cutting will have a more immediate impact on your bottom line than revenue-raising efforts.
The CFO Center has been growing so rapidly over the last year, we thought we’d mention some of our new team members as well as some recent moves.
So many small-medium sized businesses have taken notice of what we have to offer, and how we can help them grow, it has proven to be a much needed service here in the U.S.
• Paul Roberts has joined Michael Meyer’s team in Virginia.
Santa Claus, now in his 1,747th year, reveals for the first time how his part-time Chief Financial Officer helped Christmas Inc. claw back from near-disaster.
Last year we were hit by so many problems. Money problems. Health and safety issues. Capital funding problems. Bad PR. The lot.
Fake News
“Someone posted a story on Facebook last August that said I hated mince pies and was allergic to milk.
Leaving lucrative and secure C-suite positions mid-career to build a part-time portfolio might seem crazy but many of those who’ve done it say it is one of the sanest decisions they’ve made.
Take Michael Citroen, who at 58 years old is a 14-year veteran of the part-time portfolio job world. The former Group Finance Director (CFO) relishes the challenge and excitement of working with half a dozen SMEs in his role as a part-time CFO.
The story of how LEGO, the family-owned toy company went from teetering on the brink of disaster and hemorrhaging cash to delivering the highest revenues in its entire history and being voted the 2017 Most Powerful Brand in the World makes for a truly inspirational tale…
Fourteen years ago, LEGO’s Head of Strategic Development, Jørgen Vig Knudstorp, delivered the kind of assessment that most managers would gladly superglue their own ears shut to avoid hearing.
What do Sir James Dyson, the Mercedes F1 team, Pixar, Google and the airline industry have in common?
They’re hugely successful, yes. But the thing that links them is they never shy away from the ‘F’ word—Failure. Instead, they face and learn from their mistakes, errors and mishaps. So says Matthew Syed, award-winning Times journalist and best-selling author of ‘Black Box Thinking: Marginal Gains and the Secrets of High Performance’ (John Murray).
Hear the words ‘corporate espionage’ and you might think it’s only something that corporate giants need to worry about.
But that’s not the case. Corporate espionage is something that can affect companies of any size. And despite what you might believe, the threat is highly likely to come from within your organization.
The corporate spy could be a dissatisfied or disgruntled employee, a manager, or a supplier, according to Rick Orloff,
The CFO Center appoints Peter Caltabiano, Senior Executive, to open 2nd U.S. Territory, located in South Florida
SOUTH FLORIDA— The CFO Center (www.thecfocenter.com) has appointed Pete Caltabiano, Senior Executive, as Regional Director for the Southeastern United States and Caribbean. Headquartered in South Florida, he will develop and lead a team of professionally qualified CPAs providing CFO services to small- and medium-sized enterprises in Florida. “We are very fortunate to find a partner like Pete,
It might look innocent enough, but your office shredding machine actually poses as much a threat to your business as the most virulent computer virus.
What?! How?
How could something that was bought to protect your business be as harmful as a computer Trojan?
It’s simple really: it’s not fit for purpose. Yes, it cuts your unwanted documents into thin strips. But—and this is the important bit—it leaves your company exposed to all kinds of trouble because those strips can be reassembled.
Coffee is one of the most sought after commodities in the world but even that fact doesn’t make coffee traders immune to economic turbulence.
Such was the case for family-run green bean coffee merchant D.R. Wakefield. During one particularly volatile period, the UK-based business was subject to some tough grilling by its bank but just didn’t have the wherewithal to supply the answers.
“We simply didn’t have enough background information, data and statistics collated in a manner required by the bank,” recalls CEO Simon Wakefield.
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