Quarterly Review: Review. Reframe. Realign. Rekindle.

The first quarter just ended. It’s time to check in to see how your performance is tracking compared to your goals. Do you need to rethink any goals or realign any projects? Are you on track with your financial forecast and the large projects you laid out last fall in anticipation of the new year?

Things constantly change, and we are facing new challenges already this year. Inflation. Interest rate increases. Global conflict impacts. Supply chain issues. Attracting and retaining talented staff. There’s likely something going on in your company that isn’t coming together in quite the way you expected. (If that’s not the case, keep up the good work!)

For many, a quarterly review provides the opportunity to discern what needs to change to get back on track. It could be the plan itself. Maybe it’s too ambitious given current challenges. Then again, maybe it’s not a big enough stretch! Or it could be the approach to daily work and decisions that needs changing. Are the processes and expectations set up in a way to encourage movement toward the goals?

Schedule a time to take a deep dive with your team to review, reframe, and rekindle what the goals and priorities should be over the next quarter. This meeting is also a good time to realign all team members to the common goal, if necessary. (Doing this quarterly helps everyone stay on the same page.)

Here are some questions you can use at your meeting:

Review

  • What went well last quarter?
  • What didn’t go so well last quarter?
  • How are we tracking with our revenue, margin, and net income goals?
  • Are one-year and three-year goals still on target?
  • Did we finish any Q1 goals? If so, celebrate! If not, determine why not.

Reframe

  • Are our current projects aligned with our long-term goals?
  • Overall, are we on track with our mission?
  • What goals are too ambitious that we can modify while still stretching ourselves?

Realign

  • Are all team members on board with the mission of the company?
  • Do all team members understand our upcoming quarter’s goals?
  • Are we working in a collaborative way (not silos) to accomplish goals that benefit the entire company?

Rekindle

  • Are we tired? What do we need to do to refresh ourselves and the team?
  • What haven’t we celebrated that we need to?
  • Have team members had the opportunity to personally speak about the company goals so they can be part of the goal-setting process?

Let me give you some real-life examples.

Kicking Myself into Gear

I do my own reviews, and I find that when my goals have slipped, it’s generally because my focus has slipped.

For example: in the first quarter of this year, I had set three prime goals for one of my clients. I misjudged the amount of time the projects would require, and I had to push like crazy in March to make the deadlines. It was a scramble, and honestly, I rushed more than I should have in order to get them done. Lack of focus/misjudgment of time in January and February caused the buildup in March. But I didn’t give up. Instead, I dug deep, focused on meeting shorter, bite-sized, biweekly milestones, and got two of the projects done. (We were able to push the third to Q2.)

The Big 3

For another client, we publish quarterly “Big 3” goals, breaking each one into smaller tasks for visibility and accountability. This really helps the team know where they are at and stay motivated.

Beefing Up Accountability

I’m also seeing many goals and projects slip with some clients. Their intentions are good, but there is a lack of accountability for unmet goals. For those clients, I help them strengthen accountability structures/policies and build in some “intolerance” for continued deadline slips. (My CPA upbringing plays into this – deadlines were unbending.)

You can see that there isn’t a “one size fits all” with quarterly reviews. The important thing is to DO THEM so you can review, reframe, realign and rekindle enthusiasm for your organization’s goals and dreams.

How CEOs Can Transform Financial Stress into Success

stress

CEOs and business owners are under a tremendous amount of stress these days. Even if the business is profitable and has decent cash flow, leaders face uncertainties such as supply chain issues, inflation, difficulty finding staff, the potential of rising interest rates, the pressure of the board of directors to perform better and corporate taxes.

It is said that the bigger your business, the bigger your problems. But effective leaders can handle the challenges, if they are prepared. The key is to notice potential problems early enough to let you develop a plan and be ready to execute early to avoid or soften the impact. For many business owners and CEOs, forward-looking financial reports can really help.

Here are a few tools I use to help CEOs and business owners reduce the stress load caused by the financial side of their business:

  1. A weekly cash flow forecast process that lays out incoming and outgoing cash activity on a weekly basis
  2. A weekly scorecard to get early detection of upcoming issues
  3. Systems and processes that produce consistently accurate financial results

I’ve discussed the weekly cash flow process in the past and can’t emphasize enough the importance of this tool – it’s one of the best tools to see and predict cash sources and uses and spot any problems in advance. Many of us are used to running our companies using monthly financial statements. While they contain valuable information, the numbers tend to come out too late and are based on accrual accounting. Using the 13-week cash flow forecast, we can see more granular changes more quickly on a cash basis. This gives the company and the team a weekly view of results and time to mitigate any cash crunch.

The weekly scorecard tracks key performance stats and leading indicators that help spot areas of concern in advance. With data compiled and reviewed weekly, these leading indicators can signal if some things are heading off the rails. For example, a scorecard can provide early detection for margin erosion or an indictive problem with the warehouse causing customer service issues.

Having solid back-room processes that produce up-to-date, accurate, and reliable data consistently, reduces stress. If leaders are unsure if the numbers are accurate, it’s harder to make wise, data-based decisions. If they can’t rely on the financial system, they are operating a business while wearing blindfolds.

In my turnaround work, most companies I work with do not have solid financial statements and certainly aren’t producing them in a timely way. Leadership can’t rely on the data, and they waste time when they try to figure it out.

Even with tools and processes in place, issues and difficulties will arise. You should expect that. One of my associates does her bookkeeping for business AND personal life every Friday. She self-admits that number-crunching isn’t her core strength, but staying disciplined with this routine helps her spot challenges and make adjustments as needed before they become major issues. She’s learned to be less discouraged about finding an error and celebrate the fact that staying faithful to her system helps her course-correct before a major source of stress develops.

Things happen, but the better prepared we are, the better we can handle the situation. Use these CFO tools consistently. Just like getting a medical physical helps you ensure systems are functioning and indicates where to make corrections, CFO tools like these help you examine and encourage that your business is running optimally. And that means far less stress for you.

Grow From Here: The Value of a Business Valuation

A report from IBIS World on business valuation firms in the US said 98% of business owners did not know the value of their company. The fact that most business owners don’t know the value of their business surprises me.

I’ve been working with businesses of all shapes and sizes for 37 years, and I used to assume that all business leaders knew the value of their company. After all, this is their biggest asset. Even the public companies I’ve worked with thought they knew their value … then the company sold at seven times share price. For closely-held companies, there are even more unknowns.

How can that be?

Simple. We put our heads in the sand and don’t put pencil to paper to analyze business valuation in a logical way. We’ve been using back-of-the-napkin calculations which we thought made sense. But now we have access to real data – the kind of data that can give us a more accurate picture.

I am licensed by BizEquity, the largest provider of online business valuations, to provide valuations to clients. BizEquity has a huge database having valued 33.5 million private companies globally to date and growing.

Conducting a business valuation is one of the best ways to start off the new year. Some avoid this, thinking it’s too daunting to gather all the info needed. But with new technology, the process is much easier and affordable than it’s been in the past.

The report we produce is extremely professional. It also provides excellent feedback for how to improve the bottom line because the true value of a business is based on what someone will pay for it at a specific date in time – coupled with how they are going to pay for it. See a draft report here.

The value of this report can easily be worth millions to you, depending on your size and growth potential. If you act to implement the recommended improvements, the value down the road is incredible. 82% of all business owners that knew the value of their business at least 18 months before a sale increased their sale price by at least 14%.

If you don’t have a snapshot value of your company, you are leaving money on the table. I highly recommend doing the valuation report now – Invest the $1,500 and get a baseline. Use the information to make actionable plans to increase valuation.

Now is the best time to get a valuation done because you should have closed books for 2021. Starting the year with a true sense of what your business is worth can help you make strategic decisions for increasing the value in 2022. You can easily increase the value of your business 15% per year by knowing your starting point and applying growth principles. That’s a hell of a return.

Ready? Click here to start completing the information directly or fill out the datasheet and send it to me. I’ll schedule a time to discuss your business valuation and its implications. This is a simple process; there’s no good reason to wait. Let’s get started!

Planning for a Successful Year

goal setting


What a year! We said that at the end of 2020 and as a business owner or executive, you’ve had your second challenging year in a row. Finding good staff, dealing with supply chain delays, PPP loans, etc. Things have continued to change; I hope you’ve been able to adapt your business to thrive.

Pandemic or not, it’s the time of year to block out some time for next year’s planning and get your forecasts done. For many of my clients, we have scheduled a 1 or 2-day offsite planning meeting with the senior team. I have another one this week.

At these meetings, we review the current year, noting what did we do well, where we failed or came up short, what we learned, how we are progressing toward our 3 and 10-year targets, what condition our culture is in, where we can improve, what our next big initiatives are, and what the team should look like next year. From this, we come away with a synched plan and goals for the new year.

I love this process. It gets teams fired up and ready for the coming year – which is just around the corner.

I use a somewhat similar process for my own business and personal planning. I don’t set New Year resolutions, but I do set solid goals and plans for next year – broken down by quarter. (I’m not saying this is the best or the only way, but it’s what works for me.)

My process starts in December and then is solidified during the week between Christmas and January 1st. I’ve adopted the following approach from several mentors and high performers I follow.

Review, Reflect, Recognize

I start with a full-year review. I reflect on the good and the bad. What went well? What didn’t? I make a list recognizing all my successes and failures. I document 5-10 bullets of the wins and the losses for the year. I process each, then move forward. This allows me to celebrate the wins and no longer dwell on the failures.

15 years ago, one of the businesses I owned had a really lousy year and the company was suffering. We had a couple of large projects go upside down causing a fairly large loss, we had an unexpected workers’ comp audit bill, and we were dealing with an ongoing sales tax audit. The loss and low sales were causing cash flow problems and wondering how to cover payroll was keeping me up at night. Ultimately, we decided to sell the business. Based on all these factors, we got crushed on the valuation. We sold anyway, and the four shareholders took sizable losses.

That year I got stuck in a failure loop, asking myself How could this have happened? Why me? yada yada. This went on for months until I realized these are not failures but life lessons. One of the biggest lessons of this for me was the importance of using the 13-week cash flow forecast. I started perfecting my approach and have used it ever since.

I also started the practice of recognizing and capturing failures and determining what can be learned. Then, I could intentionally put them behind me, leaving the past in the past. It happened. I learned. I’m moving on.

Revisit, Re-affirm and Revise

After spending this time reflecting, and then turn toward revisiting the “why” of my business. My approaches to business have changed slightly over the years to keep up with the times. (That’s the revise part). But the “why” hasn’t. I want to help businesses and business owners be more successful, make more profit, increase cash flow, and increase their business’s value. (In keeping with that purpose, I added an easy-to-use Business Valuation product this year.)

In business, there are plenty of ups and downs. If your purpose or “why” isn’t solid, you’re going to have problems when things get rough (which they will). I love Elon Musk’s answer when asked what words of encouragement would you give an entrepreneur. He said, “If you need words of encouragement, don’t become an entrepreneur.” I am not certain I completely agree as we all need some encouragement to keep going when the going gets tough, but I also understand his premise. I find that revisiting my “why” helps me push through the tough times.

Realign, Ready, and Record

After the reflection and reaffirming comes a new alignment of goals and readiness for the new year. This includes recording my intentions because research shows that written goals reviewed frequently move the needle. I know that really worked for me this year. Written and reviewed often.

I break my goals into four segments with one big goal and 4 ‘subgoals’ for each with targets set for each quarter related to:

Wealth and Financial
Health
Skills development
Personal Enrichment

Some of my goals are achievement-based (I will do “x” by “y” date), some are habit goals. (I will do “x” every day.)

I then consider some really big goals with firm completion dates. I love Grant Cardone’s idea of 10X goal setting. Set your goal, then multiply by 10. 10X everything. Why can’t a 10-year goal be completed in 1 year? Why not try?

I write the goals down, trying to be as clear as possible. This is the deliverable, this is the deadline. I write down the key motivations and why this goal is important to me, the next steps, and a reward I’ll give myself when I accomplish it.

This yearly process helps me celebrate the progress I’ve made and prepare for the next 12 months. I want to be ready for a super-successful 2022. How about you?

Interested, or Committed?

I was listening to a podcast the other day discussing what is necessary to be a high performer. The host posed a thought-provoking question to the guest:

“Are you interested in high performance, or are you committed to high performance?”

There’s a big difference.

This question prompted me to increase my intensity now in order to get my Q4 projects wrapped up by December 31st.

Here are a few things I’m committed to now that may inspire you:

  • Time Blocking
  • Budget Wrap-Up
  • Process Documentation
  • Business Valuations

Time Blocking
I’ve returned to blocking time on my calendar to devote to projects – essentially making appointments with myself. I’ve done this in the past, but it seems that my day gets eaten up quickly with video calls and meetings, and I don’t schedule time for the other important things I need to get done. The simple act of blocking time on my calendar for projects as well as meetings has helped immensely.

Wrapping up 2022 budgets.
Most of my client’s 2022 budgets are very close to being solid. For smaller organizations this can be a quick and painless process, but as companies grow things become more complex. Why? Because we need to get other departments involved, the sales pipeline is fuzzy, new business segments are soaring/sinking, logistic and product costs are increasing, and there are questions about what is the fed going to do with interest rates. The key is to get the plans started and get the team engaged even with some incomplete information. Targets need to be aggressive, but also realistic (arguably). I just scheduled several working meetings and company presentations to kickoff 2022. Getting these dates on the calendar now helps get the budget solid by the end of the year.

Completing Process Documentation
As I’ve discussed before, I’m a huge advocate for writing procedures with the intent to simplify and improve. Documenting these can be an arduous process, but it helps with staff alignment, training, and process improvement. I’m working with one company now that wanted to focus on developing “best backroom practices.” The notion of best practices can be somewhat deceiving. Once we deem a procedure a “best practice,” we tend to stop looking for improvement or a better way with that particular procedure. Since organizational learning and process improvements need to be continuous, I instead encourage “better” practices. Best practices imply they have reached the endpoint. We should always be looking for better practices. So in this case, I guided them to change their mindset.

Business Valuations
Verbeck Associates has a license agreement with BizEquity to enable us to provide an efficient and accurate business valuation. Last month, we did three business valuations – one for a business sale and the other two to develop a value baseline. For those two, we are developing plans to increase the relevant key performance indicators with the goal to double the business value. These business owners are making better choices by simply understanding the things that increase their company’s overall value.

What are your big projects to wrap up by the end of the year? Set the deadline, block the time on your calendar, and commit to getting these done. If you want to achieve big things, you have to be more than just interested. You have to be committed. I am, and I can help you be, too. Contact me for help with any of the initiatives mentioned above!

Fourth and Final – Finish Strong and Be Ready

fourth quarter

The fourth quarter has started – the final quarter of the year.  In this fourth-and-final quarter, there are four things you should do in your business to stay strong and successful.

Get Your Team Energized to Finish the Year Strong and Be Ready for 2022

With most of my clients, I am focusing on helping them have a solid Q3 close and a strong finish to 2021.  In the quarterly review meetings, we are looking at the numbers and ensuring that everyone understands the business’s vision and long-term strategy.  I find that, generally, everyone is 70% aligned. We use the opportunity to increase that percentage by having an in-depth discussion of the historical quarter’s results, and then looking at the rest of the year and going into 2022 to align the teams’ vision and long-term strategies. Knowing where you stand can give you motivation and energy for what needs to happen next.

Ensure a Solid Q3 Close

If you’ve established effective processes and routines, your accounting staff should be keeping up with the necessary tasks to ensure you have accurate numbers and information for future decisions. If not, focus on getting these procedures polished (checklists are a great help to this) and getting your staff on board with doing them well EVERY month.

Get Your Short-term Targets in Focus

What are you hoping to see happen in your business during the fourth quarter? Write these goals down, narrowing them to be realistic, measurable, and fitting for your team.

Start the Budget Process

2022 will be here soon so you’ll need to have your budget in place to ensure an effective transition. It may be a simple matter of copying and tweaking this year’s budget. Or, you may have to revamp if, for example, some areas of income didn’t match your expectations. Get input from your staff. Consider cost-cutting measures or redirection of funds to more effective endeavors such as product development or marketing for next year.

Bonus Task

I find it interesting the statistic that 98% of business owners don’t know how much their business is worth.  Their business is their most valuable asset, yet most have no idea of its value until they decide it’s time to sell. I know several owners currently looking to transition out and “retire,” but the offers they are receiving are substantially less than they anticipated.   

In addition, not knowing the current value of your business makes it harder to intentionally increase it over time with well-informed decisions.

I suggest all business owners do a business valuation every few years. If you haven’t done this, let’s arrange to do one now. Our valuation process is inexpensive and efficient and you’ll be pleasantly surprised at how the information helps you as you head into 2022.

It’s Like Riding a Bike

Running a business is like riding a bike. Sometimes, you are pushing a reasonable pace with your eyes focused on the road ahead. Sometimes you are cranking up a hill, watching your feet push the pedals. And sometimes, you coast and enjoy the ride.

Now is not the time to coast.

Summer is (almost) officially over. It’s time to finish Q3 strong, look at the road ahead and ensure we are prepared for a great Q4. Time to finally wrap up last year’s taxes and start planning for 2022. If you’ve instituted good processes, this may feel like a steady ride at a reasonable pace. If you haven’t, it may feel like the uphill climb. But either way, DON’T COAST.

To prepare for Q3, do the following things now:

  • Have a solid August close – ensure your reporting is efficient and accurate.
  • Start developing your sales forecast for 2022.
  • Look at your current org chart and individual capabilities.
  • Plan time to get together with your leadership team to review the quarter.
  • Consider getting an assessment/valuation of your business to help your vision for 2022.

Let’s talk about that last suggestion for a bit.

98% of all business owners do not know the value of their business, even though it is likely their biggest personal asset. Many owners plan to eventually sell the business to fund their goals in later life. As with any asset, they should know the value of it, and learn the necessary steps to keep that value growing. But they are often focused on the day-to-day running and building of their businesses.

While we love to help your business implement solid core processes, consistent reporting, and overall improvements to allow for growth, profit, and cash flow, we’re also excited about a new service to help you assess and find out the actual value of your business.

Our new cost-effective valuation product walks you through a step-by-step process to determine what’s working, what needs improvement, and what your business is worth in dollars. We can also provide other assessments to help you determine strengths and challenges that impact your bottom line.

I’d love to tell you more about it! Contact me!

In the meantime, keep pedaling!

Develop a Mindset of Continuous Improvement

faucet

During the 2021 Summer Olympics, I was reminded of the Olympic Motto:

Citius, Altius, Fortius – which translates to Faster, Higher, Stronger.

Olympians have a mindset of continuous improvement. They are constantly wanting to do a little better. That same type of mindset can be very helpful to companies. It starts with evaluating where you are.

In our businesses, we need to do the same. At Verbeck Associates, several times a year, I’m hired to do a business assessment. Look under the hood. Review the financial statements. Look at the accounting processes and make recommendations for improvement. I look at all the business systems, the accounting procedures and controls, and the processes/duties assigned to each member of the accounting team. This generally leads to additional work aimed at resolving issues discovered during assessments.

I love doing these assessments, and I’m impressed by any company that wants to do them regularly. Why? Because the desire to assess a situation shows me that the organization has a mindset of continuous improvement. Companies that don’t care to be evaluated don’t care to improve.

One of my team members put it this way. We are called upon to come into an organization and clean things up. It’s as if we are janitors – we walk in and see a running faucet in the break room. The employees are busy mopping the floor from the overflow, but never turn the faucet off.

Sometimes it takes an outside, objective view of your business to see that the faucet is still running.

In the case of accounting processes, this may mean we are focusing so much on getting books closed and the reconciliations finished that we fail to see there’s a better way. The current process may be outdated, leading to stress and overwhelm, and it’s taking us far longer than it needs to.

Generally, the leadership of a company wants to improve (turn off the faucet) but that doesn’t mean individuals within the company do – some are more comfortable continuing to mop.

I’ve seen this phenomenon several times in my career. One example is clients that are months behind in reconciling their cash accounts, resulting in financials that haven’t been closed all year. This causes the owner to operate with a blindfold on.

The team is dedicated, but they can’t catch up with the day-to-day, perhaps because they are more comfortable using a mop than a wet vac to “clean up the mess.” Taking advantage of simple automated processes such as downloading transactions and sales information rather than entering data by hand would help them a lot, but they can’t get past the ingrained routine or fears of technology. Insisting on making paper copies and printing out every transaction rather than having a solid backup system adds hours to their week, when a simple scanner at the desk could be a workable compromise.

It seems that sometimes a team is afraid that efficient systems will eliminate their jobs. It’s simply not true. While there may be some that are ready to move to another position or company that is a better fit for them, team members who choose to learn and grow reap the benefits of professional development. They can be part of the exciting increase of value-add activities the organization can offer when not bogged down with outdated processes.

Like Olympians, we always need to continue to improve our business.  Our team needs to embrace technology and efficiency solutions to increase capabilities. New technology, new processes, and in some cases, new people, will help us get better at what we are doing. 

Do you and your company have a mindset of continuous improvement?

Contact me for an assessment of your organization.

Halftime: Preparing to Finish Well Using a Mid-Year Review

financial

Halftime. I’ve written about this before, but, the year is half over, and it’s a great time to schedule a mid-year review to look at your business’s first-half performance, take what you’ve learned, and re-forecast for a strong second half of your year.

I know a lot of people are going on vacations, but for me, while it’s wise to take a short break, mid-year is a time to contemplate my client’s performances and develop a plan to come out strong for the rest of the year. In fact, for some, an offsite half or full-day session is a perfect means for this exercise.

I have had a couple of full-day, offsite sessions with my clients already this year, and while it’s not absolutely necessary to carve out a full day, whatever time you can set aside is valuable for reviewing information, and re-forecasting the business plan.  Plus, it helps you distill Q3 action plans into several big quarterly goals and get the entire team on the same page.

A quick and thorough financial close process is essential in order to have the information you need.  We’ve talked a lot about that in the past, but a strong quick close paves the way for better decision-making. It gives you more confidence in the numbers and is more efficient. Regularly gather your performance statistics: sales by segment, gross margin, expense comparisons to budget and to prior years, and any capital /investment needs for the rest of the year.

At your halftime meeting or offsite, evaluate your team and have candid conversations to maximize performance.  Look at your sales department’s performance and marketing successes/failures.  Take a close look at the current data and strengthen your plan for the rest of the year.  Gather the facts, reevaluate your assumptions, and get your team all focused and rowing in the same direction. 

Whether you decide to have an offsite, or just take some time in the office, here is a Second Half Checklist to help you prepare for a proper halftime business review:

  • Gather overall 5 Performance Stats actual versus plan: Sales, Gross margin, Operating expenses, Net income, Asset velocity
  • Update the Org Chart
  • Obtain your Income statement by month – 2021
  • Download your Balance sheet by month – 2021
  • Print out your 2021 Budget by Month (original)
  • Collect an invoice register download or sales by segment data
  • Prepare documents for an Income statement comparisons: month to date versus budget versus last year: quarter to date versus budget versus last year, year to date versus budget versus last year.

Don’t miss the halftime opportunity to take stock, reevaluate, and develop action plans to improve performance, net income and cash flow.

I’d love to see if I can help! Contact me!

Five Good Reasons for Documenting Your Procedures

You repeat your core accounting processes on a daily, weekly, monthly, and yearly basis.  For some of you, they are so ingrained, you could almost do them in your sleep.  However, that’s not the best way to handle such important tasks, even if they are routine.  ±

Here are Five Good Reasons for Documenting Your Procedures

  1. Assist with cross-training and backup. If you depend on one person to take care of your accounting every month, what are you going to do if that person leaves the company, has to stop work due to health, or worse? If processes are well documented, you at least have a fighting chance to bring someone in to continue these routines with minimal interruption.
  2. Help you discover bottlenecks and inefficiencies.  While you (or your accounting staff) may do things as “we’ve always done it”, having to document each step may point out what could be eliminated, or what may need to be added.
  3. Give you the opportunity to do the required evaluation and documentation of your internal controls (steps required by accounting standards.)
  4. Align team accountabilities by addressing the who, what, where, when, why, and how.
  5. Ensure consistency. A checklist of steps in the order they should be taken streamlines processes and helps you avoid omissions.

 

Here are some procedures you should document:

  • Revenue Cycle, including receivables, receipts, and collections.
  • Disbursement Cycle, including purchases, payables, and disbursements.
  • Inventory and asset accounting
  • Payroll, HR tasks
  • Month-end close, journal entry process, and financial reporting

 

Steps to Documenting Well

For larger organizations, there is software to assist.  For smaller companies, a manual approach works well.  I like to prepare an overall flowchart of the process to ensure I’ve captured all the related source documents and systems, then prepare a general outline of the steps to complete the process, adding a brief narrative to supplement the flowchart.  To visualize this, see the EOS process documenter.

When documenting …

  • Interview process owners and record step-by-step instruction (using a tool like Screencastify can provide a great visual aid.)
  • Source documents to the general ledger.
  • Develop an overarching flowchart.
  • Walk back thru the process steps with the process owner(s).
  • Evaluated for process alignment and efficiency – eliminate any unnecessary steps.
  • Ensure the process is followed by all.
  • Regularly reassess for alignment and improvement

While documenting, you can also ensure that

  • There is a segregation of duties of risk areas and a one over one review plan.
  • Accounting systems have access controls.
  • Your physical assets are handled in a safe and secure manner.
  • Account Reconciliations are done regularly.
  • You have competent personnel in these roles.
  • There is a structure of approval authority.

While a tedious process, documented procedures help companies become more efficient and scalable.  It is well worth the time invested in a project like this.  If I can help, contact me!