Association for Corporate Growth Denver - A Year in Review & 2017 Outlook

DENVER, CO, January 26, 2017 – Wednesday January 25th of this year, ACG-Denver, the Association for Corporate Growth, held their Corporate Executive Breakfast – A Year in Review & 2017 Outlook. 

These events are exclusively for C-Level executives and business owners of companies with annual revenue greater than $5M whose role is not the sale or provision of services to customers, but rather managing and growing the company, and senior executives performing similar roles in larger companies 

From awaiting the outcomes of Brexit to the U.S. election and simply” regulation limbo”, deals remained dormant. And yet, deals did happen. The guest-speaker’s challenge was to outline what were the realities of successful deals and how will this influence business conducted in 2017? 

The panel assembled for the breakfast-event held at the Embassy Suites Downtown Convention Center in Denver represented four of the most dynamic sectors of our economy – Energy, Housing. Private Equity and Healthcare. Panelists were asked to reflect on their industry’s 2016 and discuss their expectations for 2017. 

The morning’s panel of quest-speakers included JC Energy’s CEO, Keith McAslan. Mr. McAslan is a sought after speaker and lecturer on Mergers & Acquisitions having over 35 years’ experience and having authored three books: “Business Owners Handbook”, “Due Diligence Secrets” and “Internal Controls”. 

As such, Mr. McAslan was asked for his advice on buying or selling a family business “I like to start with the seller of any business and ask them – This business is your baby – your child… Are you willing to sell your baby? For many sellers – they get wide-eyed and this is an opportunity for the seller to think introspectively and decide if selling the business is really what they want to do. Once the seller has committed to selling the business, then it’s time to move the process forward.” 

For any business owner sincere in looking to sell their business, Mr. McAslan had 5 important suggestions: 

1. Begin preparing to sell the business 2-3 years in advance of the anticiapated transaction timeframe. Focus on the business’ financials thoroughly scrubbing the income statement, balance sheet and cash flow statement these up and removing any personal expenses, etc.  
2. Engage an experienced firm to perform buyer due diligence on your company to uncover any issues that can be addressed before initiating the sale process. 
3. Make sure your management-team is in place. Any buyer will want to know that the team is able to continue the businesses success in the sellers absence.  
4. Make sure you understand the anticipated valuation of the business, accounting for any ad-backs and deductions to EBITDA.  
5. Clearly define and articulate a growth strategy for the business so the buyer understands the upside potential. 

Focusing on the Energy sector within the state of Colorado, several questions were asked of Mr. McAslan, some of these follow: 

QUESTION #1 - What is the energy outlook for the Denver region in 2017? 

Response by: Mr. McAslan: “The greater Wattenberg Field and Denver Julesburg Basin commonly known as the DJ Basin has become one of the lower cost basins from a drilling and completion perspective. Given the dramatic increases in takeaway capacity via the Pony Express pipeline the DJ Basin will experience a modest increase in production.” 

QUESTION #2 - If the price per barrel goes up why doesn’t production increase? 

Response by: Mr. McAslan: “The industry is recovering from a collapse in crude oil price and companies are not willing to invest capital to increase drilling and production until the price stabilizes and sets a new benchmark.” 

QUESTION #3 - Where do you see Natural Gas going? 

Response by: Mr. McAslan: “Currently, Natural Gas is selling around $3.50 per mcf in the US, however in the rest of the world it sells about $10.00 per mcf. As the US increases exports of Natural Gas the global pricing will blend and stabilize around $5-$6 per mcf (million cubic feet). The pricing creates positive economics for the US producers and will incentivize drilling of new wells” 

QUESTION #4 - Are there any Technology Advances to lower costs in oil and gas? 

Response by: Mr. McAslan: “Saudi Arabia in 2014 lowered oil prices in an effort to drive US shale producers out of the oil and gas business, so that the US would return as one of their largest customers. However, US producers focused efforts to utilize technology advances to drive down the costs of drilling and deliver oil at lower costs to survive at the reduced pricing levels. This has resulted in increased production primarily in the Periman Basin, Delaware, Marcellus and Utica, and to a lesser extent in the DJ Basin. The technology productivity improvements driving cost down were in completion technology; new drilling designs to allow wells to be drilled in less time, yielding the ability to profitably grow production in the $40 per bbl range” 

ACG Denver’s esteemed panelists also included Matt Hicks, Managing Partner, Excellere Parnters; Gino Maurelli, Shareholder, Brownstein Hyatt Farber Schreck; Peter Niederman, CEO Kentwood Real Estate – and was moderated by Tony Giordano, President & Managing Director, BKD Corporate Finance. 

About JC Energy: JC Energy is a privately held operations oriented private investment firm based in Denver, Colorado focused on acquiring companies with purchase prices between $10 Million and $250 million and investing in three asset classes: Energy, Real Estate and Industrial Businesses. For more information on JC Energy, visit their site: www.jc.energy 

About ACG-Denver: The Association for Corporate Growth (ACG) is the global community for middle market M&A dealmakers and business leaders focused on driving growth. ACG members have access to data, content and networking opportunities to find the opportunities; capital and knowledge they need to drive and sustain corporate growth. Founded in 1954, ACG has grown to more than 12,000 members organized in 54 chapters throughout North America, Europe and Asia.( For more information, please visit www.acg.org).

Dashboard - Cashboard

by Keith McAslan, Partner, CxO To Go

Introduction:
Most CEO’s and small/medium business owners only review the financial position of the business with their Bookkeeper/Controller two to three weeks after the month has ended. This is like driving your car forward while looking exclusively in the rear view mirror – it doesn’t work. Most CEO’s and business owners focus on the “bottom line” (net income, EBIT or EBITDA), and fail to recognize that “Cash is King”! The Dashboard–Cashboard is a simple tool that is forward looking and helps the business understand the drivers of cash and projects the cash position.

The Key Benefits of the Dashboard - Cashboard
The benefits of a business implementing a weekly Dashboard-Cashboard include:
• It provides a forward looking perspective to the cash position of the company for the week ahead and identifies and any potential cash issues.
• When combined with a 13 week cash flow forecast the CEO and leadership team always have knowledge of the cash roadmap and can take pro-active action if required.
• The order board and sales funnel provide insight to the effectiveness of the sales efforts and highlight any potential revenue shortfalls or significant orders pending for the team to take action.
• The Dashboard-Cashboard becomes part of the weekly business review and all key leadership members become keenly aware of the importance of cash and can take action ranging from: communicating to vendors and deferring payments, sales staff assisting in the collection of receivables, focusing the sales staff on moving customers through the sales funnel and closing orders.
• Once the organization is focused on cash on a real time basis versus reviewing the results of operations three weeks after the month is over, they take ownership and realized they can individually impact the success of the business.
• The bookkeeper/Controller now becomes an active member in managing the business and not just the “Bean Counters” who reports after the fact and can help guide the business.


Dashboard – Cashboard example:





Conclusion:
Businesses that implement a Dashboard-Cashboard typically are more successful than businesses that do not have one, because they are pro-actively managing the business, looking forward and adapting to changing financial circumstances. However, it is highly recommended that a business implement a 13 week cash flow forecast discipline in conjunction with the Dashboard-Cashboard. Additionally, successful businesses typically have a monthly financial forecasting process that projects sales, capital expenditures, operating expenses, profitability and issue a twelve month income statement, balance sheet and cash flow analysis. CxO To Go™ executives work along side the CEO and leadership team to produce professional, sophisticated, effective and standardized financial projections (CFOCast™).

CEO’s and owners of small/medium business should have a part time/virtual CFO with financial and operational experience to supplement their skills and experience. The inclusion of a part time/virtual CFO as the “Trusted Advisor” to the leadership team enhances the overall capability of the business and is a key component towards the future success of the business.

Keith McAslan is a Partner with CxO To Go a national professional services company headquartered in Denver, Colorado that provides on-demand C-Level expertise and best practices to client companies on a part time, flexible, and affordable basis. Keith is sought after to provide advisory services as the Trusted Advisor to Owners and CEO’s. By utilizing his extensive experience as a successful financial and operational C-level executive, Keith brings a results driven leadership style to complex situations.

McAslan’s expertise includes: financial advisory; management consulting; part time, interim & virtual CFO, COO and CEO; debt and equity financing; turnaround management; acquisition and divestiture advisory. Most recently Keith, was instrumental in the successful sale of Western Forge to Ideal Industries. As the interim CFO with finance and private investment transaction experience, he guided the management team through the complex sale and due diligence process completing the sale from prospective buyer presentation to close within 60 days. Please contact Keith at 303-520-2493, www.cxotogo.com, or kmcaslan@CxOToGo.com to discuss your business needs.

10 Articles Accepted for Publication

Merger and Acquisitions series accepted for publication, checkout at http://Ezinearticles.com/expert/Keith_McAslan

Crafting a Business Plan

by Keith McAslan, Partner, CxO To Go

Your company’s business plan can be one of your most important business documents –IF it is well written and usable. A plan that is unrealistic, too simplistic or a monstrosity parked in a binder is useless. Business plans written by CxO To Go are crafted with the end use in mind. Depending on the need of the business, the business plan will have different characteristics. In some cases, it might be necessary to have two versions of your business plan.

If the plan is to be used to attain funding from financial institutions or investors, its tone will be geared for that type of reader. The business must be described as a well conceived and viable business. Investors want to assess the comprehensiveness of the idea and/or the products and services. They will vet the management team and their experience and the financials will be rigorously reviewed. The business plan must not only be compelling, but thorough and detailed.

If the plan is to be used by an entrepreneur who intends to use the plan as a road map for his or her business, it will be written with the goals of the business in mind. Attention to the objectives of each goal and steps to achieve those goals will be included. Practical financial projections are included and the emphasis is on the requirements for starting and growing a profitable business.

Engagement

All business plans must reflect the leadership, management, culture and ambitions of the business. As such, it is really important to CxO To Go to make sure we have a good relationship right from the start. Initially, we provide a complimentary consultation with you to understand your needs and planned use of your business plan. This allows you to get to know our business plan writers and judge their work style, depth of knowledge and deliverables. At that time, we will also be assessing your business planning needs and the level of information, research and documentation already in place that can be used in the development of your
plan.

As we agree to go forward together, CxO To Go will provide a written proposal outlining the scope of work, the deliverables from all involved, due dates and price. During the project, should requirements be added or taken away, the proposal will be adjusted accordingly. The point is to make sure that all expectations are met, on time and at the agreed upon price.

Methodology

In addition to the Executive Summary (which provides a synopsis of the plan) a business plan is made up of five distinct sections; each with important components. An appendix may be included if there is substantial supporting content to reinforce statements made in the plan.

CxO To Go will work with you to survey the information needed to complete each section. By following the outline below, a thorough plan can be crafted narrating the purpose of the company, your products and services, how you going to produce, market and sell your products and services, who and how you will manage the business and how it will be financed and sustain profitability.

Some of these sections will be one or two sentences in length. It is not necessary to have an abundance of words. Brevity with specific content is preferable. Depending on the type of your business and your point in the organization lifecycle, some of these sections will be more robust than others. A few sections may not be pertinent to your business at all.

It is important to remember that your plan will only be as good and thorough as the information you share.

1. Description of Business
a. Company description
i. Legal company name, dba’s, brand names, model names,
web domain names, legal form of company, ownership,
business location(s), patents, etc.
b. Company mission and vision and values
i. Statement of company purpose or objective
ii. Long term vision, goals, business strategies
iii. Value statement of the firm
c. Market opportunity or concept
i. Description of your industry
1. industry maturity, seasonality affects, economic factors,
government regulations, technology advances
ii. Industry analysis and trends
1. size and growth of your industry
2. distribution channels
iii. Strategic opportunities within the industry
d. Stage of development
i. Clear sense of how far along the company is in terms of
development, customers, revenue, technology, etc.
e. Overview of products and services
i. Description of all products and services. What need do they fill?
How do they save time or money? Why should someone buy?

f. Milestones
i. Outline of milestones achieved to date
ii. Future milestones to measure success
g. Community involvement and social responsibility
h. Exit plan / Strategy

2. Marketing
a. Target market
i. Thorough understanding of your customers
ii. Distinct, meaningful characteristics of market segments
iii. Demographic information
b. Marketing and sales strategy
i. Market size and trends
ii. Your company’s message (product, price, promotion and
place)
iii. Marketing vehicles and tactics
iv. Marketing budget
v. Sales structure and channels (sales personnel and process)
vi. Sales projections
c. Competition and market research
i. Competitive assessment
ii. Customer perceptions
iii. Competitive operational factors
iv. Market share distribution
v. Future competitors
d. SWOT Analysis (Strengths, Weaknesses, Opportunities and Threats)
i. Your strategic position (advantages and barriers)
ii. Risk analysis

3. Operations
a. Day to day functions of your company
b. Facilities
c. Production plans
d. Supply and distribution
e. Order fulfillment
f. Customer service
g. Research and development
h. Financial control
i. Technology plan and budget

4. Management and Organization
a. Histories and capabilities of management team
b. Personnel requirements
c. Compensations and incentives
d. Board of Directors, Advisory Boards and Consultants
e. Management style

5. Finances
a. Income Statement
b. Cash Flow Projections
c. Balance Sheet
d. Break-even Analysis
e. Sources and uses of funds


In the course of your business operations, it may be necessary to update assumptions,financial projections, milestone charts and management profiles. We are happy to update the plan whenever warranted. Please contact me to discuss your business plan needs at KMcAslan@CxOToGo.com or 303-520-2493.

The Personal Board of Director - The CEO's "Trusted Advisor"

By Keith McAslan, Partner, CxO To Go

Introduction:

Many CEO’s and small/medium business owners do not have a Board of Advisors, or Board of Directors to help hold them accountable and direct the business towards the ultimate goal of monetization with an exit strategy. If the business cannot afford a full time CFO, a part time CFO with a broad based business experience can be that “Trusted Advisor”. Ideally the CFO who is the “Trusted Advisor” not only has financial experience, but operating experience as well to provide global insight to issues facing the business.

The Value Add:

The CFO who becomes the “Trusted Advisory” to the CEO delivers results-driven, professional counsel and solutions for complex situations. The key benefits for the CEO and the organization having a “Trusted Advisor” include:

· The CEO can think and act like an entrepreneur, focusing on business growth and customers.

· A “Trusted Advisor” who is an accomplished financial/operational executive quickly understands the key issues and can support the CEO, providing alternatives and recommendations to complex problems as part of the decision making process.

· Allows the CEO to think strategically, but provides the additional bandwidth to implement effective tactics.

· Drives the CEO and the business to plan for the long term building annual business plans and three year strategic plans.

· Provides a higher level of analytical support relating the results from operations to the financial statements and explains the variances to budget and the prior year.

· Helps identify key company initiatives on which to focus and in what priority sequence.

· Prepares the CEO and the business for an ultimate exit strategy to monetize the investment

· Provides an external challenge to the CEO’s decision-making process, the Trusted Advisor doesn’t tell the CEO what they want to hear, but tells them what they need to hear.

· Ensures all perspectives are considered in the decision making process to arrive at the best decision for the business.

· Execute decisions – most businesses in crisis have the common problem of either not making decision on a timely basis or making the wrong decisions.

· Develop and implement operational plans based on the strategy developed in the business plan

· Uses prior broad based industry experience to ensure the marketing, sales, engineering, manufacturing, logistics and human resources are executing according to best practices.

· Provides treasury and capital market support to secure funding alternatives and interfaces with the lenders regarding the performance of the business

· The “Trusted Advisor” becomes the coach, mentor and key confidant of the CEO and the one person the CEO relies on the most for unbiased, straightforward communication.

The Key Benefits of the “Trusted Advisor”

• Sustainability - Business answers from an experienced “Trusted Advisor” provides unbiased, on-target, and unencumbered feedback.
• Accountability - The more accountability the CEO and the business have the better everyone will perform. Without accountability, goals will be missed instead of made. The “Trusted Advisor” provides accountability, measurement, and metrics from the CEO down to ensure goals are more than just wish lists!
• Focus – The CEO gets to focus on the most urgent and important things, so the company produces the results it seeks in its business and strategic plans.
• Trust – The “Trusted Advisor” has developed a relationship of trust with the CEO by demonstrating, credibility, reliability, respect, business acumen and transparency.
• Communication – The CEO and the “Trusted Advisor” communicate frequently and openly about all issues impacting the business, with the “Trusted Advisor” providing a safe sounding board for the CEO.
• Networking – The “Trusted Advisor” typically has a network of business contacts that expands the CEO’s network and provides the business greater reach in the business community.

Conclusion:

CEO’s and owners of small/medium business should have a “Trusted Advisor” with financial and operational experience to supplement their skills and experience. The inclusion of a “Trusted Advisor” to the leadership team enhances the overall capability of the business and is a key component towards the future success of the business.

Keith McAslan is a Partner with CxO To Go a national professional services company headquartered in Denver, Colorado that provides on-demand C-Level expertise and best practices to client companies on a part time, flexible, and affordable basis. Keith is sought after to provide advisory services as the Trusted Advisor to Owners and CEO’s. By utilizing his extensive experience as a successful financial and operational C-level executive, Keith brings a results driven leadership style to complex situations.

McAslan’s expertise includes: financial advisory; management consulting; part time, interim & virtual CFO, COO and CEO; debt and equity financing; turnaround management; acquisition and divestiture advisory. Most recently Keith, was instrumental in the successful sale of Western Forge to Ideal Industries. As the interim CFO with finance and private investment transaction experience, he guided the management team through the complex sale and due diligence process completing the sale from prospective buyer presentation to close within 60 days. Please contact Keith at 303-520-2493,

Western Forge Sale Endorsement

"Keith McAslan joined me as CFO for a distressed hand tools business in desperate need of financial leadership. Keith's experience leading turn-arounds within private equity organizations allowed him to make an immediate impact. Our challenge was to quickly position the company for sale. McAslan was instrumental in dissecting the financial drivers of the business and identifying improvement areas that deliver quick returns. Because of Keith’s effort and expertise we were successful in securing a strategic buyer in record time at an attractive price.

Keith is as comfortable leading teams as he is digging into the details. He is a very approachable, hands-on leader that is able to quickly assess situations and activate corrective action plans. This deal could not have been done in the compressed timeframe without Keith McAslan's leadership." Mark A. Gold - President & CEO Western Forge

Lender Financing One of the Secrets to Improve Success in Funding

By Keith McAslan, Partner, CxO To Go

During these difficult economic times, one constant complaint we hear all the time from small and medium business owners is the difficulty they have in securing debt financing. Clients of CxO To Go have been successful teaming with our professionals to develop a Bank Proposal Package (“BankSell™”). BankSell is not a business plan, rather a comprehensive turnkey package written so bankers and lenders will take action.

Most small business owners work with their bookkeeper or Controller to compile information they think the Lender would want to see. They then schedule an appointment with their Bank Officer to request a loan. CxO To Go professionals lead you through a more professional 3 step process: 1) prepare a Bank Loan Proposal Package that “tells the story” to the Banker describing your businesses; 2) presents the financial information the lender requires; 3) presents your business in the best light - an organization that is professional, has done its homework, and can stand behind their numbers. Typically, businesses that present a comprehensive Bank Loan Proposal Package move up in the review priority sequence, as lender’s have less work to do gathering information. The result is that the loan application is promptly sent to loan committee for review and approval faster.

The typical elements CxO To Go includes in a Bank Proposal Package are:

• Executive Summary (“PowerPuncher™”)
• Business Plan (“PowerPlan™”)
• Personal Financial Statement
• Recent Credit Report with FICO Score
• Management and Ownership Profile
• Financial projections for the current year
• Most recent 3 years tax returns
• List of all assets including appraisals, copy of purchase orders, acquisition price and current net book value. The lenders typically like to see an estimate of orderly liquidation value (“OLV”) and forced liquidation value of the assets (“FLV”)
• Current aging report for accounts receivable and accounts payable
• Organizational Documents
• Information related to other loans, leases, etc.
• Website – URL link and high resolution color copy of the Home Page and About Us page
• Source and Use of Funds Statement for the proposed loan
• Application from the lender

If your business is seeking debt or lease financing, we recommend you contact CxO To Go at 303-520-2493 or kmcaslan@CxOToGo.com to give your business an advantage over the competition with a professional Bank Proposal Package (“BankSell™”). Additionally by leveraging our BizKing™ Advisory Service we will accompany you to your meetings with the lenders giving you an unparalleled advantage.

Guided Sale of Manufacturer in 60 Days

Keith McAslan, Managing Partner of McAslan Consulting, was instrumental in the successful sale of Western Forge to Ideal Industries. As the interim CFO, McAslan having both CFO and private investment transaction experience, guided the management team through the sale and due diligence process completing the sale from prospective buyer presentation to close within 60 days.

Ideal Industries Inc. agreed to buy the Colorado Springs-based Western Forge from MW Universal Inc. just two years after MW paid $40 million for the hand tool manufacturer. Sycamore, Ill.-based Ideal was founded in 1916 and has grown into an international manufacturer and distributor of connectors, testing equipment, tools and supplies mostly for the electrical, communications and data transmission industries. The privately held company employs 1,200 worldwide. Western Forge makes screwdrivers, pliers, punches and other hand tools for a variety of major retailers including Sears and Home Depot. The company was founded in 1965 in Defiance, Ohio, and moved a year later to Colorado Springs.

6 Things to Know Before Hiring a CFO

by Marty Koenig and Keith McAslan
Partners at CxO To Go^TM

Before hiring a financial executive to guide your company, ask these 6 questions to ensure that you don’t end up paying a whole lot of money for services that are not what you need, expect or want. Hiring an on demand or part-time CFO does not have to be a confusing experience. Instead, it can be the most empowered decision you ever make for your company.

1. How do I know if I need a CFO?

Many small companies have a bookkeeper, accountant or CPA. Their roles are important, but very limited in scope compared to the experience of a CFO. Bookkeepers and accountants function mostly in the day-to-day work of keeping up with your records and taxes.

Even a controller is often seen as a “number cruncher” that spends a lot of time with their nose inspreadsheets and doing reports. A CFO is very different and provides far greater value to small businesses.

Here are some examples of why a small company might need a CFO:

• Rapid company growth has stretched the capabilities of your current accounting staff to the limit, but you still cannot afford a full time senior financial executive.
• You are planning a major expansion and can benefit from adding an outsourced CFO and trusted advisor to your management team.
• You need assistance in dealing with bankers, lenders or outside investors.
• Your company is in a crisis, experiencing financial or other difficulties and requires strong financial leadership that cannot be provided by your current accounting staff.
• You need specialized financial expertise not available internally, and could use the help of an experienced CFO to mentor and coach them to do better at what they do.
• You are planning an exit from your company with a merger, acquisition, or sale and want to gain maximum value and sale price in the future.
• Your CFO leaves unexpectedly and your company has no one internally with the skills and experience to take over. Until you complete the search for a replacement, CxO To Go can provide the financial expertise to keep your business running smoothly.
• You need a periodic financial advisor to keep your company on track, someone that is dedicated to your company as it grows.
• You are a new start up company and want professional advice to begin your financial management correctly.

2. What questions should I ask a CFO to be sure he/she has the experience and personality traits to help me?

Throughout your conversation, determine if the CFO is a people person, not just a number-cruncher. His/her people need to like him and trust him, and he/she needs to inspire everyone around him. Some accountants and professionals do not enjoy working with a lot of people and collaborating for success. These types will never be successful CFOs.

Ask them about breadth and depth of knowledge and experience. While knowledge of your particular industry fine, a big part of his/her ability to add value to your firm will be his experiences in and around a multiple of industries. He will possess the unique ability to understand and lead several, if not all, of the disciplines of the company with great focus and precision. He needs to have significant experience helping companies obtain clarity, maximize cash, improve profits, and optimize their resources from a multi-disciplinary perspective.

Ask them to give you examples where they have had to be diplomatic and persuasive. The CFO holds all of the confidential and valuable information to the business model and plans for growth. He needs to carefully and professionally work with others around him without being abrasive but using persuasive communication to engender buy-in and loyalty. These are sometimes rare traits, but a great CFO needs them desperately.

Ask them if they are open to new opportunities and flexible. If he/she always says no before hearing you out, then he will never succeed as the CFO. In the broad and deep context of all of his experience and strategy for the company, he/she should be able to filter through opportunities and help the company implement the ones that best position the company to achieve its objectives and improve its competitive advantages in the market.

Ask them if they are a Strategist and Visionary. He/she must always think ahead. Reporting on the past is an important function he/she oversees, but his/her value will come from his foresight and ability to strategically guide the company as a whole, not as individual parts.

Ask them about their professional designations and education. A professional accounting designation is good, but not required for a superstar, senior executive CFO. Having a graduate degree with 25+ years experience is key. An MBA with less than 25 years experience does not begin to cover the accounting, process, and operating knowledge needed to steer a company’s finances.

Ask them how hands on they are. The job of a small business CFO is very different from one at a big company. The latter is much more of a hands-off role focused on investor relations, deal making (financing, M & A), governance, reporting and other back office matters. In stark contrast, the small business CFO is much more hands-on and integrated into the day-to-day of the business.

You want a CFO that is not shy. The CFO is the CEO’s most trusted advisor. If a CFO doesn’t tell you he/she is planning to ask you tough questions that nobody else will, then you won’t get the best experience and value. A good CFO is good at asking questions that force those around him to think through and understand things they are about to undertake. A good CFO keeps asking questions until he/she gets his/her mind around the issue and fully understands it - and is confident that those around him/her fully understand it as well. The discipline to keep after it until initiatives and actions are understood and are sound is the hallmark of a good CFO. It takes much humility and tact to accomplish this, but organizations soon learn to completely think through things before they bring them to you.

Ask them about their technical and systems expertise. No, you don’t want your CFO troubleshooting Windows on your desktop, but you do want someone who’s sufficiently comfortable in information technology to take the lead in driving your information systems.

Ask them about their decision making. Your CFO will be a trusted advisor. Running a company can be lonely. Your CFO can be a key, objective source of advice and counsel as you make the big and the small decisions.

As you probably noticed, only one of these points (the 2nd one) actually deals with accounting. Despite their accounting experience, the best CFOs go far beyond this foundation. They are capable of adding value to every aspect of the business. Judge yours accordingly and make sure you have a high impact CFO.

3. How do you bill for your services?

There is no need to be afraid to talk with your CFO about how he/she bills for the work they will do with you. No one wants surprises!

Since the CFO is a trusted advisor, they will work with you to understand your exact needs and put together a no-surprises cost. This is accomplished by assessing your needs, understanding the current state of your business, performing a gap analysis, and agreeing on specific work that will benefit your company the most. Since these are advisory services, most often they are billed on a bi-weekly or monthly fee basis.

Sometimes a small business just needs an experienced CFO to help them with a strategic plan, business plan, financial projections, bank lending package or similar project that’s typically charged a flat fee.

4. How will you proactively communicate with me on an ongoing basis?

Unfortunately, many CFOs do a horrible job of proactively communicating with their clients on an ongoing basis. The general thinking in the financial industry is that financial work is back office number crunching.

You want to look for a CFO who will proactively communicate with you regularly so you know what’s going on in your business and you can go be the entrepreneur who focuses their time on company growth. If you are considering hiring a CFO who does not proactively communicate with his or her clients, think again. This CFO might be stuck in an old, outdated mindset that won’t serve your needs in the best possible way.

5. Can I call about any financial problem I have or just about matters you have experience with?

In today’s complex world, CFOs must keep up with a lot of changes. Solopreneur CFOs can only provide value from their own, limited experience. On the other hand, a CFO that has many other CFOs in their practice and their networks leverages the collective knowledge of hundreds or thousands of years experience. Having a massive amount of collective experience means these CFOs have seen just about everything there is to see and have been down the road many times. We like to say that the novice white water rafter cannot see the big rock just under the water six turns ahead. The CFO that collaborates with his/her partners in a larger practice can see the rock because he/she has been down that river dozens of time. And he/she can help steer you away from the rock and keep you from wrecking the boat or getting injured.

Look for a CFO who has an ongoing service program or membership program in place so that you can pay a low monthly fee and be able to call with all of your legal and financial questions without being charged hourly for the consultation. And be sure that when you call, you’ll get to schedule time to talk with your own personal CFO who you know and trust and not get passed off to one of any number of CFOs who happen to work in the office and may not know who you are or what’s important to you.

6. What happens when I am ready to retire or transition the business?

This is a critically important question to ask yourself when beginning a relationship and a question that is far too often overlooked. Many business owners have not considered their ultimate exit strategy, whether it be to sell the business to retire, transition the business to a family member or merge with another company. The CFO who has worked with you as a trusted advisor is in the best position to provide sound financial advice to prepare the company in advance to ensure the highest enterprise value upon exit.

When you ask these 6 questions before hiring an on-demand CFO you will know you are engaging a trusted advisor who will help you to make the very best decisions for your business, your employees and your family.

About Us

Part time, interim, project and virtual CFO’s are one of the cornerstones of our company. CxO To Go’s senior financial executives bring vast experience that is immediately brought to bear on the key opportunities/issues faced your company in today’s market thereby delivering high ROI. Since CxO To Go works on an interim/virtual/ part time/project basis, clients are more readily able to afford resource quality that is usually only associated with a permanent hire and/or priced beyond their ability to afford long term. Our experience is that our CFO’s quickly become trusted advisors to the client company CEO’s and/or Owners.

We have equally powerful resources in Sales, Marketing, Operations, and IT, etc. We are a one-stop shopping partner for all of your corporate needs. Ask us about our services offers in these and other areas. It is our goal to become your trusted advisor partner in all aspects of your business.

Who We Are:

At its core CxO To Go is a team of true “pros” each of whom have 25+ years providing enlightened thought leadership, creative solutions, a real ethos of trust, and ethical business practices. We are bound by a belief that the relationship with our customers is not only essential, but is our business mantra. We only do business where we have an existing trusted relationship. You don’t invite strangers into your home, so why would you invite them into your business? If you have the need and are ready, we’d like to form that kind of relationship with you.

CXO To Go LLC is a national company with thousands of combined years experience. We help small and mid-sized businesses achieve excellence in every aspect of their business. We have hundreds of executives around the country with outstanding experience creating on point solutions to all types of business challenges.

America's Family Pharmacist

Dr. Mary Sue McAslan, known as America's Family Pharmacist has launched a new web site www.americasfamilypharmacist.com, and is in the process of publishing the forthcoming book: Preventing Medical Mistakes, and now has available the Personal Health System to help you take personal responsibility of your health and avoid costly medical errors.

New Web Site - McAslan Consulting

McAslan Consulting has launched a new web site (www.mcaslanconsulting.com) utilizing the web development team of CxO to Go. Keith McAslan is a Partner at CxO To Go, a professional services firms offering On-Demand C-Level expertise on a flexible, affordable basis to small and middle market companies.

Manufacturing Client Closes Joint Venture

August, 2009 - McAslan Consulting was the financial advisor to a start-up manufacturing firm that successfully negotiated and closed a joint venture with a strategic partner in the oil and gas service field service business.

Selected as the Investment Banker

July, 2009 - McAslan Consulting was selected as the investment banker to market and sell a home health care agency.

Strategic Joint Venture

June, 2009 - McAslan Consulting secured a term sheet for a client with a strategic partner to create a joint venture in the gas and oil field service business

Closed $500,000 Line of Credit

June, 2009 - McAslan Consulting successfully assisted a manufacturing client in closing a $500,000 revolving line of credit to provide capital for growth.

PUBLISHED ARTICLES

Enhancing Sustainability in Manufacturing in America - Colorado Association of Manufacturing & Technology - February, 2009

BOARD OF DIRECTORS

Visiting Nurse Corporation of Colorado - Finance Committee Member

City of Aurora Colorado - Golf Course Advisory Committee

PROFESSIONAL ASSOCIATIONS

Financial Executives International (FEI)

Financial Executives Networking Group (FENG)

Turnaround Management Association (TMA)

EDUCATION

MBA, Finance, University of Mississippi, Oxford, MS 1981

BBA, Management, University of Mississippi, Oxford, MS 1979

INDUSTRY EXPERIENCE

Extensive experience as a senior financial and operations executive in manufacturing, distribution, technology, health care and private equity.

Industries include:

Automotive
Electrical
Plastics
Software Technology
Consumer Home Decor
Power Tools
Air Tools
Printing
Health Care
Refuse Truck Manufacture
Golf Course
Media
Contract Manufacturing
Consulting
Private Equity

Non-Profit Health Care Agency