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The KPI - Cash Flow Modeling and Projections (Series: MBA Shortcut)

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The KPI - Cash Flow Modeling and Projections (Series: MBA Shortcut)

You can chase a lot of financial measures of your business, but nothing stacks up to cash flow. Like a boat captain on a rough sea, being able to see what is coming at you financially is absolutely invaluable.

Cash flow models are the absolute go-to tool for reviewing companies in distress, yet they are also invaluable to venture capitalist who must manage long range investments as well as fast growth. This webinar discusses the basic components of a cash flow model, why it is weekly and not monthly and why 13 weeks is the usual length. This webinar also discusses what type of data is best for making an efficient and practical cash flow model, as well as best practices for reporting and pitfalls associated with modeling and balance roll forwards.

To view the accompanying webinar, go to: https://www.financialpoise.com/financial-poise-webinars/cash-flow-modeling-2019/

You can chase a lot of financial measures of your business, but nothing stacks up to cash flow. Like a boat captain on a rough sea, being able to see what is coming at you financially is absolutely invaluable.

Cash flow models are the absolute go-to tool for reviewing companies in distress, yet they are also invaluable to venture capitalist who must manage long range investments as well as fast growth. This webinar discusses the basic components of a cash flow model, why it is weekly and not monthly and why 13 weeks is the usual length. This webinar also discusses what type of data is best for making an efficient and practical cash flow model, as well as best practices for reporting and pitfalls associated with modeling and balance roll forwards.

To view the accompanying webinar, go to: https://www.financialpoise.com/financial-poise-webinars/cash-flow-modeling-2019/

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The KPI - Cash Flow Modeling and Projections (Series: MBA Shortcut)

  1. 1. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe Insert the cover image for this webinar on this slide entirely 1
  2. 2. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe Practical and entertaining education for attorneys, accountants, business owners and executives, and investors. 2
  3. 3. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe DISCLAIMER The material in this webinar is for informational purposes only. It should not be considered legal, financial or other professional advice. You should consult with an attorney or other appropriate professional to determine what may be best for your individual needs. While Financial Poise™ takes reasonable steps to ensure the information it publishes is accurate, Financial Poise™ makes no guaranty in this regard. About this PowerPoint: if you are looking at this PowerPoint without the benefit of listening to the conversation that surrounded it then you are doing yourself a disservice. This PowerPoint was prepared in contemplation of being viewed in conjunction with listening to a one hour webinar on the topic 3
  4. 4. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe MEET THE FACULTY Moderator: Jonathan Friedland – Sugar Felsenthal Grais & Helsinger Panelists: John Levitske – Ankura Consulting Group Michael Schwarzmann – Independent CRO and Restructuring Advisor Ken Yager – Newpoint Advisors Corporation 4
  5. 5. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe ABOUT THIS WEBINAR: The KPI- Cash Flow Modeling and Projections You can chase a lot of financial measures of your business, but nothing stacks up to cash flow. Like a boat captain on a rough sea, being able to see what is coming at you financially is absolutely invaluable. Cash flow models are the absolute go-to tool for reviewing companies in distress, yet they are also invaluable to venture capitalist who must manage long range investments as well as fast growth. This webinar discusses the basic components of a cash flow model, why it is weekly and not monthly and why 13 weeks is the usual length. This webinar also discusses what type of data is best for making an efficient and practical cash flow model, as well as best practices for reporting and pitfalls associated with modeling and balance roll forwards. 5
  6. 6. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe ABOUT THIS SERIES: MBA Shortcut “If you don’t know your numbers, you don’t know your business.” This is a common refrain that is equally applicable to attorney and other consultants who work with businesses. This webinar series is designed for you if you are a startup founder, business owner, executive, investor, attorney or consultant who, though not a finance or accounting professional, finds herself needing to understand finance and accounting. It won’t make you an expert but it will give you the tools you need to speak with experts in order to get more out of them and it will provide a solid foundation on which you can build. Packed with illustrative examples, helpful anecdotes and real-world case studies, this series teaches you some of the key take things you need to understand about finance and accounting. 6
  7. 7. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe EPISODES IN THIS SERIES 3/7/19 Episode #1: EBITDA and Other Scary Words 4/4/19 Episode #2: How to Read a Balance Sheet –And Why You Care! 5/9/19 Episode #3: The KPI- Cash Flow Modeling and Projections 6/6/19 Episode #4: Where Did All My Profits Go? Mastering the Concept of Working Capital 7 Dates shown are premiere dates. All webinars will be available On Demand approximately 4 weeks after they premiere.
  8. 8. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe Episode #3: The KPI- Cash Flow Modeling and Projections 8
  9. 9. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe INTRODUCTION TO KEY PERFORMANCE INDICATORS (“KPI”) a. What is a Key Performance Indicator? i. A measurable value that demonstrates how effectively company achieves key business objectives ii. An actionable “scorecard” for a business to measure strategies & achieve goals iii. Can help businesses manage, control, and achieve desired business results iv. May be applied to various facets of business v. Often used to reflect a business’s most important objectives, not necessarily every objective 9
  10. 10. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe INTRODUCTION TO KEY PERFORMANCE INDICATORS (“KPI”) (cont’d) a. What kinds of objectives can KPI be used to measure? i. Financial goals and successes/failures ii. Customer metrics iii. Personnel metrics iv. Process metrics 1 0
  11. 11. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe INTRODUCTION TO KEY PERFORMANCE INDICATORS (“KPI”) (cont’d) a. Why and when is KPI used to improve performance? i. Helps to understand where the company is performing well and where it can improve i. Management may be blind to improvement opportunities based on experiences and duration with company; or ii. Management may hesitate calling out opportunities to improve due to fear of criticism and blame
  12. 12. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe INTRODUCTION TO KEY PERFORMANCE INDICATORS (“KPI”) (cont’d) a. Why and when is KPI used to improve performance? (con’t) ii. Allows the company to compare performance to other industry participants i. Typically, this is accomplished by benchmarking performance to public companies, where audited data is available and adjusting the scale where applicable iii. Historical performance can also be used to identify changes and opportunities for improvement
  13. 13. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe INTRODUCTION TO KEY PERFORMANCE INDICATORS (“KPI”) (cont’d) a. Example - i. A retail children’s clothing turnover in a brick and mortar retailer is knowable, such that if a company turns its inventory only 2x / year and the industry average in the segment is 5x-6x/ year, that helps to identify an area to be investigated ii. Similarly, if the company has a 7x / year turnover it could help the company prioritize other areas for improvement
  14. 14. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe INTRODUCTION TO KEY PERFORMANCE INDICATORS (“KPI”) (cont’d) a. Overall, experience helps to understand where deviation is appropriate i. I.e. inventory turn for ski jackets is different from inventory turn for collegiate licensed pullover sweatshirts, even though both are seasonal outerwear
  15. 15. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe “Don't be afraid to give up the good to go for the great." - John D. Rockefeller
  16. 16. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe KPI AS PART OF OVERALL BUSINESS STRATEGIES & CONSIDERATIONS a. KPIs should be incorporated into company’s broader strategy and understanding of its own performance, and used to measure various aspects of business not captured by other measurements b. Other measures of business health and position covered in this series: i. EBITDA (Earnings Before Interest, Taxes, Depreciation, and Amortization) 1. Essentially, a company’s net operating income 2. Used to analyze and compare profitability between companies by eliminating effects of financing and accounting decisions. 1 6
  17. 17. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe KPI AS PART OF OVERALL BUSINESS STRATEGIES & CONSIDERATIONS (cont’d) a. Other measures of business health and position covered in this series: i. Balance Sheet Analyses 1. Balance sheet tells management & investors how much money company has, how much it owes in terms of debts, and resulting net worth (shareholder equity) 2. Presents a snapshot of the Company’s financial conditions at a specific point in time 1 7
  18. 18. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe KPI AS PART OF OVERALL BUSINESS STRATEGIES & CONSIDERATIONS (cont’d) ii. Working Capital 1. Total Current Assets - Total Current Liabilities 2. Positive working capital means that company can pay off its short-term liabilities. Negative working capital means company currently is unable to meet its short-term liabilities with its current assets. 1 8
  19. 19. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe COMMON STEPS TO DEVELOPING & IMPLEMENTING KPI a. Set Goals/Objectives a. Example: increase sales b. Establish success factors related to goals & objectives a. Steps to be taken by team members to reach goals b. Usually takes the form of measurable activity over specified time frame c. Example: Increase sales leads 10% in first quarter of year 1 9
  20. 20. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe COMMON STEPS TO DEVELOPING & IMPLEMENTING KPI (cont’d) a. Establish Key Performance Indicators based on success factors a. Example based on success factor above: b. KPI related to increasing sales leads: actual % increase or % decrease in website visits converting to leads for Q1 b. Collect data c. Calculate results d. Draw conclusions 2 0
  21. 21. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe DEVELOPING KPI – BEST PRACTICES & TIPS a. KPI should be: i. Well-defined & quantifiable ii. Communicated to team members iii. Related to important goals & metrics iv. Applicable to Line of Business (“LOB”) 2 1
  22. 22. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe DEVELOPING KPI – BEST PRACTICES & TIPS (cont’d) a. Tips for developing KPI i. Identify appropriate team members to work on KPI ii. Conduct internal interviews/investigations to develop goals & objectives iii. SWOT Analysis by team developing KPI i. Strengths, Weaknesses, Opportunities, Threats Team may develop SMART goals or objectives to guide KPI: i. Specific, Measurable, Achievable, Relevant, & Time-bound 2 2
  23. 23. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe DEVELOPING KPI – BEST PRACTICES & TIPS (cont’d) a. Expectations for KPIs i. KPIs are an evolutionary process ii. What is important today may not be tomorrow iii. Perfect data may not exist today 1. Start with elements available, build from there 2. Put timelines and projects together to build better data 2 3
  24. 24. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe DEVELOPING KPI – BEST PRACTICES & TIPS (cont’d) a. Connecting the dots i. Metrics should track from somewhere and lead to somewhere ii. High-level metric should also have related, lower level metrics tracked by individual, and that some plant, department or division also tracks iii. Time period should mean something to users of metrics iv. Metric must be timely 2 4
  25. 25. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe DEVELOPING KPI – BEST PRACTICES & TIPS (cont’d) a. How many KPIs to process i. Most KPIs end up part of bigger picture or group of KPIs ii. Humans can only handle or react to so many KPIs iii. Best rule of thumb: no one person should be responsible for more than 3 KPIs iv. Where more than 3 KPIs are necessary, max is often 9 KPIs. Requires group or multiple responsible parties like a department 2 5
  26. 26. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe KPI EXAMPLES: FINANCIAL METRICS a. Profit i. Simple, but highly relevant ii. Analyze both gross and net profit margins b. Cost i. Measure cost effectiveness of business operations to reduce or manage costs c. LOB revenue vs. Target i. Comparison between actual and projected revenues ii. Tracking discrepancies helps identify how specific departments, or company as a whole, perform 2 6
  27. 27. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe KPI EXAMPLES: FINANCIAL METRICS (cont’d) a. Day Sales Outstanding (“DSO”) i. (Accounts Receivable ÷Total Credit Sales) × Number of days in time frame examined ii. Result = DSO iii. Indicates company’s ability to collect accounts receivable iv. Lower number = better collections 2 7
  28. 28. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe KPI EXAMPLES: FINANCIAL METRICS (cont’d) a. Day Payables Outstanding (“DPO”) i. (Accounts Payable ÷Total Cost of Goods Sold) × Number of days in time frame examined ii. Result = DPO iii. Indicates company’s ability to gain accounts payable credit iv. Bigger number = better vendor credit 2 8
  29. 29. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe KPI EXAMPLES: FINANCIAL METRICS (cont’d) a. Days Inventory Outstanding (“DIO”) i. (Inventory ÷Total Cost of Goods Sold) × Number of days in time frame examined ii. Result = DIO iii. Indicates company’s need to hold inventory iv. Lower number = better inventory turnover 2 9
  30. 30. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe KPI EXAMPLES: CASH CYCLE (AGGREGATING FINANCIAL METRICS) a. Cash Cycle i. Measure of working capital converted to a day-based equation ii. DPO - DSO - DIO = Cash Cycle iii. Most companies have negative Cash Cycle number iv. Cash Cycle result indicates gap in total working capital by days, and how much company needs from outside sources of capital 3 0
  31. 31. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe “Managers and investors alike must understand that accounting numbers are the beginning, not the end, of business valuation.” - Warren Buffett
  32. 32. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe KPI EXAMPLES: FINANCIAL METRICS (cont’d) a. Sales by Region i. Can be used to compare sales across regions, identify high performers and low performers, and may provide insight as to how low performers can improve in specific regions b. LOB Expenses vs. Budget i. Comparison of actual overhead costs against budget ii. Aids in developing future budgets 3 2
  33. 33. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe KPI EXAMPLES: CUSTOMER METRICS a. Customer Lifetime Value (“CLV”) a. Determination of optimal customers b. Examines value of long-time customers to company to narrow targets for future customers likely to form long-term relationships with company b. Customer Acquisition Cost (“CAC”) a. Total Acquisition Costs ÷ No. New Customers over specific time frame b. Result = CAC c. Important metric to determine effectiveness of marketing campaigns c. Customer Satisfaction & Retention 3 3
  34. 34. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe KPI EXAMPLES: CUSTOMER METRICS (cont’d) a. Net Promoter Score (“NPS”) i. Measures likelihood customers will refer others to company ii. May be determined by quarterly customer satisfaction survey incorporating question relating to likelihood of referring contacts/friends to the company b. Number of Customers i. Measuring gains and losses of total customers aids determining ability to meet customer needs 3 4
  35. 35. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe KPI EXAMPLES: CUSTOMER METRICS (cont’d) c. Churn Rate i. Measures % of customers that fail to make repeat purchases or discontinue service during specific period ii. (No. customers lost during Period) ÷ (No. customers at beginning of Period) = (Customer Churn Rate). d. Contact volume by channel i. Tracks customer support requests by phone, email, web portal, etc. to determine customers’ preferred method of seeking support 3 5
  36. 36. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe KPI EXAMPLES: PROCESS METRICS a. Customer Support Tickets i. Analysis of number of customer support tickets opened and resolved in specified time period ii. Measures customer service capabilities, strengths, & weaknesses b. Percentage of Product Defects i. No. defective units during time period ÷ total units produced during time period ii. Lower is better! iii. Can identify process issues if number is high 3 6
  37. 37. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe KPI EXAMPLES: PROCESS METRICS (cont’d) a. LOB Efficiency Measure i. Measured differently depending on line of business Example: manufacturing i. No. units produced per hour measured against % time plant is running 3 7
  38. 38. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe KPI EXAMPLES: PERSONNEL METRICS a. Employee Turnover Rate (“ETR”) i. No. Employees exiting during time period ÷ average no. employees ii. Indicates company’s ability to retain talent, determine steps to reducing turnover for future if ETR is high b. Percentage response to open positions i. High % of qualified applicants may indicate desirability of company to job seekers ii. Low % may indicate issues with employee benefits offerings, salary, etc. c. Employee satisfaction i. Internal employee satisfaction surveys may indicate areas for improvement or continuance/discontinuance of employee programs or other benefits 3 8
  39. 39. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe KPI EXAMPLES: PERSONNEL METRICS (cont’d) a. Retirement rate a. Key to developing strategic workforce plan with aging workforce b. High retirement rates aid in developing hiring strategies b. Internal promotion vs. external hires a. Measurement of internal promotion vs. external hires when vacancies open b. Effective means of building succession plan 3 9
  40. 40. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe “Erroneous assumptions can be disastrous.” - Peter F. Drucker
  41. 41. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe COMMON KPI PITFALLS a. Adopting commonly-held business practices instead of developing those specific to a business b. Recency bias – tending to give weight to most recent information gathered/learned instead of taking broader history into account 4 1
  42. 42. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe COMMON KPI PITFALLS (cont’d) a. Reliance on intuition/anecdotal evidence as opposed to measured data b. Confusing lagging indicators (easily measured outputs) with leading indicators (hard-to-measure inputs) 4 2
  43. 43. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe ABOUT THE FACULTY 4 3
  44. 44. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe Jonathan Friedland – jfriedland@sfgh.com Jonathan Friedland, a senior partner with Sugar Felsenthal Grais & Helsinger, LLP, views his job simply: to make money for clients whenever possible and to protect their interests at every turn. Licensed in four states, Jonathan’s transactional work focusses on representing private funds and other owners of private businesses, and the businesses they own. He regularly advises on M&A activities, structuring new ventures and restructuring old ones, and on other commercial relationships. Jonathan is rated AV® Preeminent™ by Martindale-Hubbell, 10/10 by AVVO, and enjoys several other similar distinctions. Jonathan graduated from the State University of New York at Albany, magna cum laude (in three years) and from the University of Pennsylvania Law School. He clerked for a federal judge before entering private practice and served for several years as an Adjunct Professor of Strategic Management at the University of Chicago’s Graduate School of Business. Jonathan is lead author and editor of several significant treatises, several chapters in other treatises, and scores of articles on law and business. 4 4
  45. 45. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe John Levitske – John.Levitske@ankura.com John Levitske is a Senior Managing Director at Ankura, focused on business valuation and complex financial disputes. He has served as a senior advisor to companies, owners, executives, and legal counsel in business disputes, shareholder disputes, and M&A transactions regarding issues of valuation, finance, damages, and accounting. John is based in Chicago. With more than two decades of Big Four public accounting and international consulting experience, John is seasoned in business valuation, financial analysis, economic damage quantification, forensic accounting, retrospective solvency analysis, and post-merger & acquisition accounting calculations. He handles appraisals of healthy and distressed companies for buyouts of shareholders and creditors, transaction planning, estate and gift taxation, financial accounting, bankruptcy proceedings, and litigation disputes. John has provided consulting and expert witness testimony services and has served as a neutral party in arbitration and mediation. He has testified as an expert witness in the US and Europe in depositions, hearings, bench and jury court trials, and domestic and international arbitration (ICC, SCC, AAA, JAMS, FINRA, and ad hoc arbitrations) and has served as a neutral arbitrator. In addition, he has rendered binding decisions on disputed matters. To read more, go to https://www.financialpoise.com/financialpoisewebinars/faculty/john-levitske/ 4 5
  46. 46. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe Michael Schwarzmann – michaelschwarzmann@yahoo.com Michael Schwarzmann has over 20 years’ experience helping identify opportunities to create value for his clients. I have extensive experience working with established companies when they encounter financial difficulties by assisting them in developing solutions to address short term cash needs and longer term profitability. My process includes helping to identify cost savings and value capture scenarios by analyzing historical financial performance along with current operations and projecting optimizing strategies. Utilizing weekly and monthly cash flow statements, budgets, and forecasts, I utilize a focused, data driven approach to identifying opportunities to increase company profitability. Through a broad review of financial, operational and strategic performance, I help guide companies to increased profitability. Working across the organization, vertically and horizontally, uncovers additional solutions and generates greater buy-in of the goals, objectives and action plan, all of which are critical to maximize the impact of proposed changes. I utilize my legal knowledge to seamlessly work with counsel to identify and address legal issues in a more cost effective manner. I have guided the development and evaluation of business plans and formulated successful strategies to preserve or improve asset values. I am a consensus builder. Industry experience includes: health care, manufacturing, agricultural, construction, restaurants and franchising, energy and travel. 4 6
  47. 47. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe Ken Yager – KYager@newpointadvisors.us Ken has 25 years of executive leadership experience in stakeholder communication. Mr. Yager regularly takes on profit and loss and risk-management responsibility for cash-constrained companies in growth, leveraged-buyout and turnaround situations. He also has successfully worked on implementing dozens of initiatives involving, operations and project management, team building, marketing, and sales and joint- venture management. He is a fierce advocate for capital preservation and saving jobs. Ken has worked with clients in a variety of industries in over 150 engagements. Prior to Newpoint Advisors, Mr. Yager was a Principal at MorrisAnderson, a national turnaround management firm focused on assisting companies deal with severe liquidity issues and insolvency. Mr. Yager previously held positions at Newpoint Ventures, a company dedicated to revitalizing middle-market companies through new management and the introduction of low-cost employee leveraging tools; Equity Sponsor Business Development at Bank of America; The Assurance practice of Coopers & Lybrand and the Capital Markets Division of Salomon Brothers. To read more, go to https://www.financialpoise.com/financialpoisewebinars/faculty/ken-yager/ 4 7
  48. 48. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe QUESTIONS OR COMMENTS? If you have any questions about this webinar that you did not get to ask during the live premiere, or if you are watching this webinar On Demand, please do not hesitate to email us at info@financialpoise.com with any questions or comments you may have. Please include the name of the webinar in your email and we will do our best to provide a timely response. IMPORTANT NOTE: The material in this presentation is for general educational purposes only. It has been prepared primarily for attorneys and accountants for use in the pursuit of their continuing legal education and continuing professional education. 4 8
  49. 49. Copyright © 2019 by DailyDAC, LLC d/b/a Financial Poise Webinars™ Receive our free weekly newsletter at www.financialpoise.com/subscribe ABOUT FINANCIAL POISE DailyDAC LLC, d/b/a Financial Poise™ provides continuing education to attorneys, accountants, business owners and executives, and investors. Its websites, webinars, and books provide Plain English, entertaining, explanations about legal, financial, and other subjects of interest to these audiences. Visit us at www.financialpoise.com. 4 9 Our free weekly newsletter, Financial Poise Weekly, educates readers about business, business law, finance, and investing. To receive it simply add yourself by going to: https://www.financialpoise.com/newsletter/ Email addresses are never sold to or shared with third parties.

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