For the last several years, sales and purchases of businesses have been in sharp decline. The “Great Recession” has made many people hypersensitive to economic risk. The stock market decline and volatility has eroded wealth and confidence. Many aging baby-boomers who dreamed of getting out by now haven’t been able to exit their businesses. According to some market watchers, this may change sooner than many think.
Private equity firms are sitting on an estimated $500 billion in cash. In the last year, less than $50 billion of that has been spent. Investors who provide money to private equity funds do not expect their cash to remain idle over the longer term. Private equity firms know they must put this money to work if they want to continue in the business.
Recently, more and more downsized corporate executives and others have begun looking to start or buy a business. Many of these potential buyers are passionate about taking charge of their own lives and are actively searching for targets.
As the economy and debt markets slowly begin to improve, more and more private equity firms, companies, and individuals will be aggressively seeking good acquisition candidates. Unfortunately for all involved, good acquisition candidates are currently scarce.

Good acquisition candidates generally have strong, sustainable business models that include steadily rising sales and income or at least the potential to rise.
Most potential buyers will concentrate heavily on your financial statements, at least to start their due diligence. Are you comfortable your financial statements and key management reports are accurate and reflective of the substance of the business? If not, you need to act now to clean them up. When buyers come calling it’s too late. Nothing will cause a potential buyer to dig deeper in due diligence than if he/she finds problems in your financial statement
s or key management reports. If you do not have quantifiable, verifiable, and relevant data, you will not maximize your selling price and you may not even be able to sell your business.
Can your organization sustain an intense due diligence exercise? Are you sure you don’t have gaps in your internal controls, records, financial statements, and processes? Once due diligence starts, if the potential buyer catches wind of sloppy controls, statements, processes, and/or legal/organizational documentation, at a minimum they will use that to try to drive your price down – if not, kill the deal.
If your business is well documented and legitimately shows good financial performance, can that performance be replicated? If your company is a “one man band” and you want to retire when you sell, you must have a team that can carry on without you. Are you actively training and developing your staff today, for tomorrow?
Oh, and by the way, you can’t take your business with you! The natural order of things mandates we all exit someday. You can plan for it now or force your family, friends, or partners to make huge decisions under fire, at a bad time, and without adequate planning.
Do everyone a favor and take some time to get your organization in shape and consider how you’ll exit, not whether. You need to start now and have two to three years of a strong track record. You’ve worked hard in your business and you deserve to maximize your exit.
Apr 12
12
Have you ever asked yourself the question, 
“I am making a profit but I don’t know where the cash is?”
Many business owners tend to manage their business strictly from the income statement. An income statement is very important to a business as it provides a historical view of what transpired in the company over a period of time and gives the business owner, banks and other investors a better perspective of what contributed to the net profit or loss reported. However, the income statement does not necessarily translate into an increase or decrease in cash. Understanding how the income statement results will impact the cash flow of the company is equally important, yet often ignored.
Anyone running a business needs a clear vision of how his/her business decisions affect the finances of the company to achieve the desired success desire. Cash is King. Every business owner should have a clear understanding of the financial implications of his/her business decisions to increase the chance of success. If you don’t take control of your cash, it will most certainly take control of you.
Here are some common issues that may affect the cash flow of the business:
Monitoring these issues is not a difficult thing to do. A simple report incorporating income statement and balance sheet information every month will focus management in the right areas and help to improve the cash flow of your business. This report should identify the customers management must contact to resolve quality and past due collection issues. It should also identify excessive inventory issues and other cost drivers that may impact the financial results of the business.
Next, management must become disciplined to obtain its cash balance from the accounting system and not the bank. Your bank statements will not show checks that have been written and not presented to the bank for payment nor will they show receipts that have not been deposited at the bank. These unreported bank transactions should represent the difference between the bank balance and the cash balance reported in the accounting system. Relying on your accounting system cash balance, which is periodically reconciled to the bank balance, will allow you to avoid serious and expensive mistakes.
Finally, management must establish a process to create cash flow forecasts to understand where the cash will be during the next 13 to 26 weeks. Establishing cash flow projections is simply using a few basic principles with your intuition and knowledge of the business. Adjust for any significant changes you expect to happen that are different from the past and never project revenues that you cannot be fairly certain will occur as this will create a false sense of security. Finally, review the projected cash balance by week to determine any unexpected shortfalls. Further analysis will identify priorities that management must focus on to resolve the issue identified in the forecast and avoid real problems in the future.
Understanding your cash flow will give you peace of mind and help you start to take control of the financial side of your business. In addition, it will provide the management team with a course of action to grow the business profitably while knowing where the cash is.bu
Twelve Points For Your Business Compass
Every day, management and employees are faced with difficult challenges. At times confusion, uncertainty and frustration can slow or interrupt the organizations progress toward success. These twelve common sense idea can provide the fundamental principles that will help your organization be successful and reach its goals.
Keep it Simple
The organization has grown so quickly and our business has become so complex that sometimes it is easy to get overwhelmed. When we look at the forest we sometimes forget it is made of individual trees. It is only by getting back to the basic roots of our business that we can understand how our own forest has grown. When we understand the roots, the answers to our problems can become obvious.
Unquestionable Ethics
In a society that has so many laws and regulations, it is easy to confuse the letter of the law with what is right, fair or just. Our organization (and people) must be known for having the highest standards of integrity and for doing the right thing for ourselves and our customers. If we work as if everything we do will be reported on the evening news and we strive to have ourselves and organization held in the highest regard, we will always do what is right.
Aim High
Throughout history there is example after example of ordinary people producing extraordinary results. It is not just luck. This happens because these people don’t settle for the ordinary, but set high goals and develop plans to get there. If we believe we can be outstanding, we will figure out how to be. If our target is non-existent, we can be sure we will hit nothing.
Stay Alert
Each of us has many things going on around us at once. It is easy to become so focused on our personal priorities that we miss what the organization is dealing with. When we detect that something is amiss or headed in the wrong track, we cannot assume someone else will deal with it. We must remain sensitive to our environment and when we smell smoke, yell for help.
No Surprises
It is impossible to anticipate all the issues that change on a day to day basis, yet a good management team is responsible to deliver a forecast. Since we are all in this together and depend on each other, it is imperative that we communicate continually. When changes do occur, we must inform each other on a timely basis so that adjustments can be made and problems avoided. Surprises are for birthday parties, not for business.
Clear Goals
We don’t get in our car and take off without knowing where we are going and how we are getting there, yet sometimes we are guilty of just letting our business happen to us. If we are going to succeed, we need a goal to define what success is. We also need a roadmap to tell us if we are making progress in the right direction. Goals do not have to be fancy or complex, but should be clear and tough enough to force us into developing sound strategies to get there.
Make it Happen
Sometimes it can seem like there are so many people to involve, committees to cover or approvals to seek that we forget our main objective is to be efficient and make things happen. It is easy to analyze and question, but if we establish good plans, coordinate with each other and agree on our actions, when it is time to jump, we will jump.
Deal in Facts
We are constantly bombarded with information in the form of opinion, gossip, facts, innuendos, beliefs and assumptions. Almost any conclusion can be drawn by listening to the wrong information. It is only by sorting out the facts, applying the ones that are relevant to the situation and keeping an open mind that we can make intelligent, rational decisions that pertain to the matter at hand.
Respect Each Other
We are all in this together. Individuals that put personal objectives (that harm our best interests) ahead of the organizations objectives are guilty of playing politics. Like weeds, if allowed to flourish, politics will destroy everything we are trying to achieve. The true sign of a strong management team is one that develops mutual respect, realizing that the best way to achieve personal goals is by working with, not against each other.
Stay on Course
It is not uncommon to find ourselves taking two steps forward and one step back. We need to realize that progress starts slowly and builds momentum with time and patience. What is important is that we continue to get better. As long as our direction stays true and we remain committed, we will get there.
Remove the Roadblocks
There is nothing as frustrating to a good employee as wanting to do a good job but not being able to do it. In addition to helping people understand their jobs, good management remains ever aware of opportunities to make jobs easier. Rather than forming more committees and muddying the waters with minor details, we must help our employees to be effective by discovering and removing the obstacles in their way.
Empower
Organizations are truly effective when each person is given the responsibility and authority to make decisions within their area of control. By empowering people we instill a sense of pride and recognize the knowledge and experience in our own backyard. By offering to help but leaving the responsibility with our people, we encourage ownership in all our processes.
At B2B CFO® our Core Values are: Honesty, Integrity and Objectivity. These twelve common sense points guide us as we work to make your business prosper.
Sep 11
26
I recently sat down with Elements, one of my loyal clients, to talk about my role in their business and the current state of small business in our economy. Elements is a graphic design and marketing communications firm based in Connecticut. Take a peak at the video and let me know what you think!
http://helloelements.com/2010/08/3-questions-for-mark-nuelle-of-b2b-cfo.html
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/