Be the CEO
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In February’s lunch and learn, finance expert Mark Pudzrak explores how you can further your business vision with a financial partner.
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M8 - Setting up finance function irrespective of the size of the business Precious Mvulane CA (SA),RA
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Leave us the comments Twitter: https://twitter.com/PreciousMvulane Linkedin: https://za.linkedin.com/in/precious-mvulane Facebook: https://web.facebook.com/financehandbook/
Website: https://preciousmvulane.com What's Up: https://chat.whatsapp.com/KQNZYJDV5ybLWwI0HwJmzZZero to 100 - Part 7: The Role of the CEO
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Benchmarking can help companies improve performance by learning from others. Formal benchmarking involves comparing key performance indicators (KPIs) to best-in-class competitors. The Construction Futures Wales program helps companies develop KPIs across financial, customer, process, and learning/growth perspectives. Companies complete a benchmark questionnaire and have their data analyzed against similar companies to identify performance gaps and growth opportunities. The program provides benchmark reports and support to help companies improve performance over time based on objective metrics and targets.
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This document discusses managing cash flow and provides tips for small business owners. It begins with an introduction to SCORE and their services. It then discusses elements of business failure and success. The main topics covered include raising capital, managing sources and uses of cash flow, dealing with cash flow problems through forecasting and operational improvements, and ensuring quality and effective hiring. Operational tips include applying lean principles, marketing strategies, and remembering that businesses need cash to survive. The document encourages attendees to seek additional help from SCORE.
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- Factors that influence timing, including riding high growth to maximize value versus missing the ideal window.
- A typical 6-18 month timeline for the exit process and managing CEO fatigue.
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This document provides an overview of a presentation on financial projections. It introduces the two speakers and their relevant experience. The presentation will focus on how to create financial projections using a spreadsheet and common accounting knowledge, and why projections are important to show investors that all financial implications have been considered. It emphasizes that projections should be built carefully by tying assumptions and numbers to the business model and forcing discipline, and that scenario planning should examine different potential outcomes based on key metrics. Common terms are defined and how to structure projections in a profit and loss statement, balance sheet, and cash flow with assumptions is described.
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Focus on how to make your finance work for you.
Aware the ignorance of undermind the finance needs
Grow with us!
M8 - Setting up finance function irrespective of the size of the business
M8 - Setting up finance function irrespective of the size of the business Precious Mvulane CA (SA),RA
Module 8 - Setting up finance function as start up.
Bottomline : Create checklist of what needs to be done, when, and who. Understand finance as subject and function Understand the finance activities and KPIs Identify information you need to manage and make decisions in your performance Identify the differences between a management accountant and a financial accountant Complete the daily, weekly, monthly and annual finance activities checklists You may need to do skills audit of somesort to ensure who ever you have instructing knows what to do.
Remember it really depends on the goals and objectives on what skills , experience and size of investment you want.
Here is video link https://youtu.be/MY_cmnbjsGM
Here is link for previous videos on management accounts https://youtu.be/6ExV7PvE7fA
If you need the checklists, get the finance handbook on this links https://www.makro.co.za/books/non-fiction-specialist/management-business-finance/management-business-finance/the-essential-finance-handbook-for-entrepreneurs--2nd-edition/p/29655bcc-89c2-4ff6-ba3b-9b056b18c4e9?gclid=CjwKCAjwkvWKBhB4EiwA-GHjFjcJDNJXL8e1TOD-Kgvnp6yPJkQrr3EE4CCDhSUIVrjelVhf3KC4KBoCjRoQAvD_BwE
or
https://publisher.co.za/product/the-essential-finance-handbook-for-entrepreneurs/ Focus on step 3 - compliance checklists, step 5 on roles and responsibilities and step 6 on processes and systems.
Leave us the comments Twitter: https://twitter.com/PreciousMvulane Linkedin: https://za.linkedin.com/in/precious-mvulane Facebook: https://web.facebook.com/financehandbook/
Website: https://preciousmvulane.com What's Up: https://chat.whatsapp.com/KQNZYJDV5ybLWwI0HwJmzZWhat's hot (20)
Construction Future Wales Performance Management (Benchmarking) 2016
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Home run: strategies & tactics to maximize your selling price
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Financial projections presentation (Venture Fast Track)
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This document summarizes a 2-hour workshop on profit and loss accounts (P&Ls) and the differences between cash and profits. The workshop covered categories in a P&L, analyzing a P&L against budget and last year, the saying "turnover is vanity, profit is sanity, cash is reality," P&L adjustments, influencing profitability, and financial terminology. Attendees learned why cash is more important than profits, how to work more closely with finance teams, and were quizzed on key points from the workshop.
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This document discusses the importance of business succession planning for small businesses and family owned enterprises. It notes that 95% of businesses are family owned and they create 45% of GDP. However, only 28% have a succession plan. The document outlines the succession planning process, including defining goals for the owner, family, employees and other stakeholders. It explores different tools and techniques for succession, such as different business structures, trusts, insurance and other options. It emphasizes the importance of communication throughout the process and balancing the goals of all involved parties.
Fp&a operating model
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Be the CEO
- 1. Be the CEO Mark Puzdrak, CPA
- 3. Objectives for Today • Identify scenarios that will alert you when you are not receiving financial information in a timely fashion • Practices your CFO/CPA should provide you • How to set and reach your financial goals
- 4. Your Financial Goals • What do you want to accomplish? • What is important to you? • What is your risk tolerance? • How long do you plan to be in this business? • Hit and Quit • Short Range – Long Term • 100 Year Company • Legacy Builder
- 5. What is a Chief Executive Officer (CEO) • Highest ranking executive in a company • Primary responsibilities: • Major corporate decisions • Overall operations and resources of the company • Main point of communication between board of directors and corporate operations • Public face of the company • Often has a position on the board – sometimes even the chair • Small company – CEO is a hands on role • Makes most of the business decisions • Lower level business decisions (example: hiring staff)
- 7. Red Flag Scenarios • Closing of books > 10 days • Avg. closing time = 5.2 days • Monthly financial statements delivered late • February statements delivered in April • Financial statements sent without analysis of or comparison to budgets, YOY amounts, industry standards • Questions go unanswered for days/weeks • CFO/CPA/Bookkeeper should be an accountability partner
- 8. Provided to You • Action items to be completed • What to expect in the monthly financial statement package • Analysis of the financial package • Timeline • Day the books will be closed (monthly) • Scheduled meetings to discuss information
- 9. Reaching Your Financial Goals • Learn the business of the business • Educate yourself • Hire from the bottom up • Think of the business from the bottom up • Perceive employees as Profit Drivers, not Cost Centers • High people with a high ceiling and a low floor • KISS • Keep It Simple Silly
- 10. Learn the Business of the Business • Legal Structure • LLC • Partnership • S-Corporation • Budgeting • Bottom up budgeting • Financial Statements • What they are • Why they’re important • Cash vs Accrual Basis
- 11. Hire from the Bottom Up • Sales • IT • Bookkeeping Services • Banker • CPA • Receptionist
- 12. Cost Center or Profit Driver? • Sales • IT • Bookkeeping Services • Banker • CPA • Receptionist
- 13. Questions?