Entrepreneur: February 2014: Ask The Money Guy Q&A
Question: What’s involved in due diligence when buying or selling a company? PUT SIMPLY, due diligence is where many deals go to die. It’s a term that strikes terror into the hearts of entrepreneurs who are selling, or wanting to sell, their businessesarid it should. All sounds innocent enough: Due diligence is the extensive investigation a buyer performs to validate the information the seller provides and fully understand the risks involved in the purchase. Virtually all agreements to buy or sell a business are contingent on successful due diligence. And who determines that success? The buyer? and only the buyer. As a result, every little weakness uncovered in the process will end up as a demand for a lower price. When I was CFO of a company that was buying a smaller business, we discovered that their top salesperson was paying cash kickbacks to the best customers. (The customers told us this when we asked if they were happy with the relationship.) After the salesperson was fired, we negotiated a $1 million reduction in the purchase price due to the increased uncertainty of future sales. The due diligence process starts as a relatively short list of questions and requests for information (see sidebar) but can extend and expand into a nightmare of time and energy that can distract sellers from running their business. Every aspect of the company and every decision ever made is being put through the ringer and second-guessed. And I mean everything: from the obvious, such as customer contracts and inventory, to the not-so-obvious, like HR policies and potential risks for lawsuits. It’s an ugly, painful...
GlobeNewswire: Jerry L. Mills Named Among Top 5 Finalists of the Middle Market Thought Leader Award
Mesa, Arizona, Jan. 9, 2014 (GLOBE NEWSWIRE) — Jerry L. Mills, founder and CEO of B2B CFO and B2B Exit was named among the five finalists for the Middle Market Thought Leader Award, an annual honor bestowed by the Alliance of Merger & Acquisition Advisors® (AM&AA), the leading association and credentialing body for middle market M&A professionals. This annual award was designed to recognize individuals who have made significant contributions and impact on the middle market M&A space during the past year. Mills was recognized for research and work presented in his newest book, The Exit Strategy Handbook, which helps to prepare business owners for exiting their businesses. Mills’ value creation knowledge, upon which his company is founded, is incorporated throughout the book. “All the nominees have made astounding contributions to the middle market M&A industry throughout the year, which is what makes picking a winner so difficult. The high caliber of nominees challenged us to dig deep into some of the finest work and research the middle market M&A industry has to offer,” said Michael Nall, Founder of the Alliance of Merger & Acquisition Advisors. In a press statement, AM&AA further stated: “Mills’ book has significant relevance today as the U.S. braces for millions of Baby Boomers looking for meaningful exits for businesses they created. The bottom line is The Exit Strategy Handbook helps demystify the sales process while helping sellers garner top dollar for their businesses.” “I am honored to be among the finalists for this prestigious award. Our work in the exit strategy field is just beginning. B2B CFO along with the firm’s newly created division B2B Exit is poised to take leadership...
Inc: November 2013: Business Valuation: Give Me More for My Business
The valuations of social media companies and other technology darlings are sky-high these days. But a recent survey of fast-growing smaller companies shows that while most plan to sell their businesses, they also think their businesses are undervalued. B2B CFO, a company that provides businesses with CFO services and exit-strategy assistance, conducted the survey of 230 companies named to this year’s Inc. 500/5000 list of fast-growing businesses. A Lack of Data Sixty-two percent of the Inc. 5000 plan to sell their businesses, according to the survey. Yet many entrepreneurs are stumped when it comes to adding value to their companies and about what the proper company price should be. Most businesses get stuck at a growth inflection point, requiring knowledgeable managers who can push growth to the next level. The survey responses revealed a lot of uncertainty about the sale process. More than a third of the companies said they thought their company was undervalued. Meanwhile, 17 percent of the companies said they did not know their company’s worth. B2B CFO says this may reflect a lack of dependable market data on private company valuations. A sizable number of business owners (about a third) said after selling their companies, they planned to start new businesses. About a quarter said they’d retire, travel, or engage in hobbies. Thirty-six percent of the Inc. 5000 companies plan to sell their companies in the next five years, while 19% said they will sell in the next six to 10 years. The remainder plan to sell after more than 10...
Entrepreneur: October 2013: Ask The Money Guy Q&A
Question: Why do things often go bad between founders and financial managers? You’re smart to ask this question now, because in my experience things often do go bad between business owners and their CFO or top accountants. The biggest culprit is an owner who’s demanding more from his or her accounting team than those people are qualified to handle. When I go into companies to help with CFO-level needs, I’m often welcomed with open arms by controllers who have been beat up for months, even years, over expectations that are impossible for them to meet. Bookkeepers are trained to collect and enter transactions into your accounting system, then produce an income statement and a balance sheet. Controllers can produce financial statements and conduct some basic analysis, such as areas of the business where costs are out of control or where savings can be had. A CFO takes those reports to strategic insights for the company and figure out how to pay for them, which may include preparing the paperwork to secure financing. If you’re expecting more from people than what they’re trained to do, guess what? You’re banging your head against the wall. The disconnect often starts right at the beginning. I’ve heard many business owners say they’re looking for a CFO. When I ask about the proposed salary, I’m astounded by the low numbers that are typically tossed out. In most industries, a CFO with more than 20 years of experience and a CPA or MBA can expect compensation starting at $250,000, plus benefits, bonuses and stock options. Similarly, good luck finishing a controller with high-level accounting education,...B2B CFO® are media experts on, and can speak to the media on:
- - Company Financials
- - Small Business Finance
- - Lending
- - Profit/Loss Statements
- - Exit Strategy
