Financials and Performance Improvements

Using Financials to Help Make Decisions

Leeb Partners helps to develop sound financial management and oversight through useful, readable financial reports, the ability to interpret this information and finally, use it to help make critical management decisions. Leeb Partners frequently institutes a budgeting process that promotes accuracy, accountability and multi-year continuous planning.  We concentrate on:

  • Answering your important questions, such as:
    • What is an adequate amount of financial resources for us to be successful?
    • How can I spread accountability throughout my organization?
    • Should we sell real estate and equipment now?
    • Why do we need a new financial/strategic plan when we are having difficulty with our budget?
    • Why do we get squeezed on cash even though we are managing revenue and income well?
  • Making better decisions with available information (e.g., the proper and improper roles for “rules of thumb” and detailed accounting reports)
  • Developing Potential Solutions
    • Increasing focus: prioritizing and cutting the lowest rank and/or weakest business units or products; strengthening competitive advantages
    • Increasing cash flow (e.g., actually collecting accounts receivable on a more timely basis)
    • Making more aggressive cost reductions
    • Improving efficiency
    • Increasing prices and fees, when possible and justifiable
    • Eliminating non-productive assets and increasing employee efficiency
    • Considering potential alliances with vendors or customers
    • Using accurate and timely financial information to strengthen credibility with all stakeholders including secured creditors, vendors, employees, and customers and grantors
    • Sorting through either the proliferation of data or the lack of data to help develop a sound strategy for success
    • Cutting overhead while improving and restructuring the organization
    • Obtaining refinancing
    • Helping to conduct due diligence
    • Operating as an interim executive such as a CEO or COO
  • Handling a Prospective Cash Crisis
    • Focusing on one or two meaningful cash reports rather than the myriad of other financial reports; developing week by week projections and continually working to improve accuracy and eliminate “surprises”
    • Adjusting the horizon period; concentrating on the next three months rather than performance against the budget
    • Starting with controlling expense rather than trying to immediately increase revenue; concentrating on what we can control now
    • Moving ahead with a sense of urgency; changing now rather than starving slowly
    • Understanding the value of teamwork; enlisting support right now