We’ve closed several commitments for lines of credit, term loans and mortgage loans for equipment and real estate. When reviewing your term sheets or commitment letters, after you go through the borrower, loan amount, rate and fees, collateral and guarantor section, you’ll end up at a section called covenants.
Many closely held businesses are seeing significant increases in revenue despite slow overall economic growth. With those increases, pressure can be created on people and systems to the point where you’re confronted with finding quality people and investing in systems to support your growth. Those investments of people and systems may have come at significant cost. So, how do you construct your budget and incorporate some changes in it to improve operational efficiency and effectiveness.
I have several clients that are involved in business acquisitions. With a sluggish economy, many are attracted to the opportunity to acquire business versus grow organically. If you’re deciding to buy a company, here are 3 things you must know about financing the acquisition.
It’s that time of year again when we begin to close the books on the year and look ahead to what the new year might bring. The assumptions you use are critical to your profit and loss and balance sheet forecasts. This is especially true if you will use these projections to attempt to obtain financing or attract an investor.
The title of this article may be a little confusing, but let me de-mystify it if I can. In your business, you need funding for certain things. You might be buying a business, a building, a piece of equipment or just need funds to meet operating expenses including payroll. These things I just identified are all uses of funds.
Have you ever had the experience cruising down the Interstate, you put on your turn signal and start to changes lanes, suddenly you hear a loud horn and swerve back in to your lane to avoid an accident. You had a car in your blind spot. Thankfully, you were able to avoid a collision.
I’m a big believer in managing your business using your balance sheet first, then your income statement. However, simplifying that by using KPI’s (key performance indicators) can help you get a quick view of your financial landscape and determine your financial health at a glance. Here’s 5 KPI’s that every business owner should use. These are in no particular order, but they cover profitability, liquidity and leverage.
Have you noticed lately that you have to spend more to get the top talent in your industry? There’s a war for talent out there and increased wages, signing bonuses and guaranteed commissions can really increase your cost of doing business.
We’ve all probably been watching the Olympics lately. Katie Ledecky won 5 gold medals and broke her own world record in the 800-meter freestyle. I’m fairly confident that what drove her achievement was a combination of talent and her dedication to training at a consistently high level. She may have been committed to being one percent better on a weekly or monthly basis.
We’re concluding a 4 part series on processes that affect your bottom line. We started with your sales process and then moved on to the production and delivery process. Today, we’ll be discussing your payment process. The goal here will be to look at ways to shorten cycle times, eliminate mistakes through improved processes and/or change your business model if you see a way to do things more efficiently.