PAST PROJECTS

Builder Five This large production builder, one of the top 15 to 20 in the state, was having a difficult time with cash flow because they were not able to get sufficient financing and were therefore having to build out of pocket. The reason for their difficulties getting financing was that they had become large enough that the bank needed a CPA “review” (similar to an audit) of the financial statements.  Because the Controller was not able to get the financials in order, the CPA firm wasn’t able to do a review. Having known me for several years, their banker…

Builder Four This high-end custom home builder had struggled through the downturn. They built a beautiful product, but did not have sufficient management expertise to navigate their cash flow difficulties and chart a course out. They retained me, and we worked together to develop metrics—again, with Builder Navigator software’s help—to measure key business processes so that we could better predict cash flow and business success. Unfortunately I had to quit working with the client as I accepted a full-time position elsewhere - and when I left the client was still a work in progress, but we had success in getting…

Builder Three This builder had large land holdings in a resort-type area but was being crushed under heavy debt. The previous President (who also acted as the CFO) eventually resigned after being persuaded in his own mind that there was no way out. The owner then reached out to me to give an assessment.  When I reviewed the project, I believed there was a way forward because they had an incredible product; and if you have a great product, there’s usually a way to make it work. Again, we implemented Builder Navigator software which gave us robust inventory reporting and…

Builder Two This infill builder was highly leveraged with financials that were in very poor shape. The company had incredibly talented founders but their expertise was not in finance.  The company had no inventory reporting or cash flow forecasting and was largely driving blind with regard to the future and even its current state.  In addition, processes and procedures were non-existent. The company was operating in the dark with very little helpful information for any decisions they were making. Shortly after I was retained as consulting CFO, the COO left the company, and the principals asked me if I would…

Builder One This production builder wanted to sell out, but the company financials were in bad shape. Their data got corrupted which meant they could not even print a financial statement. The investment bankers he hired to sell his company needed audited financials, so he hired a CFO to help him get through the process. The CFO hired me as a consultant to help her with the process. After the CFO was let go, I interviewed for the position and was hired. We got the financials in order, implemented an enterprise-class accounting system, and completely re-structured the organization to be…