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We invite you to read some of the comments we have received from our clients.

"I wish I had met (our B2B CFO® partner) and read Jerry Mills' books (The Danger Zone & Avoiding The Danger Zone) 20 years ago when I started my first business. I was a scientist with some great ideas for a business, but no real idea on how to implement them properly from a business perspective. I had to learn a lot of things the hard knocks way, all which I can find examples of in (Mills') books, and it cost me a lot doing it that way. (Our B2B CFO ® partner) has the ability to see our issues from an unemotional and outside perspective with a simplified business view that prevents us from making irrational or costly business decisions."

John Fontana, President, Vista GeoScience

"(Our B2B CFO® partner) has been associated with my business for nearly fifteen years. He has helped train and over see my accounting staff. This has given me peace of mind as this is not my area of expertise. His network of professionals has helped me establish no hassle relationships with quality lawyers and bankers. In my small company environment, (his) broad range of business acumen has been a great substitute for a larger company's board of directors. It has been very cost effective as I am only paying for services rendered as I need them, thus eliminating the need for excessive staff."

Tom Stanley, President, Pinnacle Mfg. Co., Inc.

"I have been in contracting for over 22 years. It wasn't until (our B2B CFO® partner) came on board that I was able to see a much clearer picture regarding everything from cash flow, sales, margins, trends, etc. It also helped me manage my staff because (he) was very hands on with training as it relates to construction accounting. I am very pleased with the work ethics, integrity and the personal attention to detail. I have recommended (him) to several clients and will continue to do so in the future."

Scott A. Bjerk, President, Bjerk Builders, Inc.

"(Our B2B CFO® partner) has straightened out the accounting mess that has existed for 15 years in our small business. We now have a set of financials that we can really use to analyze the performance of our business."

Tyler Winner, President, The Winner Institute, Inc.

"(Our B2B CFO® partner) is the finest CFO I've worked with. My background includes senior management at both CBS and Time-Warner, Inc., so I am relatively hard to impress. (He) is impressive."

George Daly, CEO, About Records, LLC

"(Our B2B CFO® partner) came in and saved our business. He helped us with a presentation to our bank and helped us get a handle on our costs and pricing structure. (He) gave us the confidence to service markets we previously were not in. Thank God for (our B2B CFO® partner) and B2B CFO®!"

Cary Dillman, President, Dillman Farm, Inc.

"It is not enough to be great at your individual field of endeavor. You must be good at business generically. That is the foundation of a successful relationship between a business owner and their B2B CFO®. Successful companies are well managed companies. This is the expertise that my B2B CFO® brings to my company. Whatever you pay your B2B CFO®, you'll make back ten-fold. This is the best business decision I've ever made!"

Lawrence M. Kent, Owner, Kent Systems L.L.C.

"We located (our B2B CFO® partner) through B2B CFO® and brought him in to assist our business as interim CFO when we started. (He) provided us with experienced guidance and added value during the period he worked with us. Having the benefit of (his) expertise on an "as needed" basis was invaluable to our fledgling company. (His) rates are reasonable and well worth the services he provides. We still reach out to (him) when we have sophisticated transactional/financial questions and I highly recommend (him) to anyone who has need of a high degree of financial/business sophistication and expertise but is not yet ready or able to commit to employing a full-time CFO."

Erik Gabell, COO & Principal, Paradigm Realty Alliance, LLC

"Having (our B2B CFO® partner) come into my office and help me is like me having a CFO from a very large successful company stop in to help. (He) goes right to the big picture. His comments and advice are high level from his years of experience. Because of (him), I finally have financial reports that I understand. The rest of my office is thrilled with the clarity of both the reports we now get and (his) comments that make so much sense to everyone. An analogy that comes to mind is that of driving down the road at night. It is now like I finally turned on my headlights and I can see the road in front of me. Also, (he) helps post road signs that both give me warnings of where I am headed and identifies opportunities that I may take. I wish I had done this years ago. I highly recommend (him)."

Michael Nolen, President, Michael Anthony Homes

"There is no way a small company like ours could afford to hire a person with the expertise and stature of a Fortune 100 CFO like (our B2B CFO® partner), except through B2B CFO®. His talents in both financial management and operational goal setting and measurement have taken us to a new level. Add in the ability to list somebody who has worked with a former Treasury Secretary on our bio page and what more could you ask for?"

Jay Goth, CEO, Arriba Financial Services, Inc.

The Strategy Process™

The Strategy Process™ begins immediately after The Discovery Analysis™ and consists of five important parts:

  • Confidentially discuss the key findings from The Discovery Analysis
  • Review The Strategy GamePlan
  • Discuss a preliminary timeline for The Strategy GamePlan
  • Agree on the proposed costs for The Strategy GamePlan
  • Initiate a preliminary discussion about Finders, Minders & Grinders

Discuss key findings

The first step in this process is to confidentially meet with you and discuss key findings from The Discovery Analysis™. At this point, we will have spent somewhere between eight to ten hours working with you and your staff, analyzing your financial information, analyzing industry information, and more. We should be able to confidently and competently discuss items that we believe may enhance your ability to achieve your goals and objectives.

As found in The Discovery Analysis™ on this website, we will also be prepared to discuss your financial information as compared to your industry.

The following graph compares one company’s net profit margin for the past two years to the average of those companies in its industry. They say a picture is often worth a thousand words, and this image is no different. It will illustrate the areas in your company which require immediate attention, and is an integral part of our CFO services approach.

The following is an illustration of the text information that will be a part of the industry analysis. This “Industry Scorecard” is from a different company that the one illustrated above. It gives us valuable insight into the cash flow and profitability of the business. Additionally, this information is provided in a similar format to what bankers and lenders use, giving us an advantage when we meet with them in the future.

Armed with this state-of-the-art knowledge, both your company and ours will have a good idea of the areas to be focused on during The Strategy GamePlan™.

The Strategy GamePlan™

This is a written document that is confidential to you. It consists of the following sections:

  • Overview
  • Your current situation and specifics on suggested improvements
  • A suggested timeline for implementation
  • Suggested costs, if any

We guarantee you’ll receive value from the information contained in The Strategy GamePlan™, regardless of whether or not you decide to hire someone from our firm. The document will belong to you and be yours to keep or refer to for future usage. Our objective is to have The Strategy GamePlan™ become your company’s game plan for the future, which we believe will help you achieve success and the realization of your goals and objectives.

Preliminary timeline

The suggested timeline for the achievement of the goals and objectives will fit around your schedule. We’ll work with you to create a reasonable time frame that fits within the constraints you present to us during our discussions. We are flexible and can shorten or lengthen the timeline, based on your input and advice.

Proposed costs

Together, we’ll come up with a suggested fee arrangement that works within your company’s budget. We’ll need your input and advice during this process. We want to become a long-term, trusted business advisor to your company, so we can help you with your financial strategy, cash flow needs and dozens of other services, all on a cost-effective basis.

Finders, Minders & Grinders℠

We will briefly introduce a concept that is written about in our two books, The Danger Zone, Lost In The Growth Transition and Avoiding The Danger Zone, Business Illusions. The concept is illustrated by the following graphic. The text below the graphic explains the three categories which exist in your company today.


The entrepreneur, the visionary, the leader, the idea generator and the catalyst for future change. Finders work in the future.


The administrative, accounting and operational staff of the company. Minders are historians and paper pushers. Minders work in the past.


The people who do the physical work of the company. Grinders may be construction workers out in the field or telemarketers at a desk. Grinders work for today and are not concerned about the future or the past.

The most important function in this organization is that of the Finder. The company cannot continue without a visionary or a catalyst for future change. The other roles are also needed for a company to survive. The Minders and Grinders, however, can be replaced by others and are not individually indispensable. (Avoiding The Danger Zone, Business Illusions, pg. 29).

It has been our experience that one of the greatest dangers to a Finder is to become so busy within the business that too much time is spent in Minding and Grinding. This process looks like the following:

An important part of The Strategy GamePlan™ process is to help identify key indicators, such as:

  • The Finder of the company
  • The important Finding activities that help grow the company
  • Those things that are dragging down the Finder into Minding and Grinding activities
  • A preliminary discussion to reverse the trend of pulling the Finder into Minder and Grinder activities

The key benefits of helping the Finder spend more time in Finding activities are the following.

  • Reduced stress
  • More free time
  • Increased personal wealth
  • Increased company value
  • A solid retirement plan
  • Security for loved ones
  • Peace of mind
  • Reduced cash flow worries

The transition process of helping the Finder move from Minding and Grinding Activities is illustrated below.

The next step in our process is The Strategy Implementation™.

Article Source: The Strategy Process™