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First, I trust all of you are safe, or have a path to safety.

Alan Weiss, one of my mentors, suggests the only business decision now that will work is innovation. It is not the time to hunker down only or coast.

Additionally, we need to have some motion underway when we want to restart. Will you have momentum if your business is at rest? Otherwise, will you be able to see what is coming, or will people be blinded by the light?

Innovation does not have to be high-tech only. It should come with realistic, plausible timeframes. When we created suitcases with wheels at TravelPro (There really was a time when you carried your suitcase in each hand.) or 99 cent hamburgers sold through the drive through window at Rally’s, these were both so radically different and innovative that no one believed they could possibly work.

You and I both are hearing more of the old cliché to use some of the time we now have to “work on the business, not in the business”.

Again, I trust you are safe and will see you on the other side of when COVID calms down enough for some version of moving forward again.

What can I do to help?  Glad to just be a friendly voice for a bad day, or a really great day.  678-319-4739.

Stay safe, Gary

Gary Patterson
FiscalDoctor, Inc.
678-319-4739    www.FiscalDoctor.com

Reduces financial risk, strategically aligns companies, and increases profit

There is always time to talk about how I can be a helpful trusted resource, providing access to 100 niche best kept secret experts, most of whom provide No Cost No Risk assessment options.

More recent articles suggest business be flexible for WHEN things slow or even downturn.  This uncertainty always presents opportunities either to exploit or to prevent yourself being blindsided at the worst time, by someone seeing you as an opportunity for them to exploit.

Some of you reminded me that both in good  times and bad times, leaders always can use more cash. I accepted their suggestion for  this ezine.

Searching through my vault, I found and  updated my 7 best tips list on getting more cash quickly. Consider these 7 sure-fire tips on how to improve cash flow and fortify your company’s position in the marketplace.

1. Ask employees for suggestions. Heed  the adage, “Ain’t any of us as smart as all of us.”

• Scrutinize (or Obtain) your Rolling Operational Operating Statement,  for deeper looks.

• Learn which products now are loss leaders and either get rid of them or, at the very least, consider raising prices.

• Postpone purchases, when current justification appears questionable.

• Review inventory levels by how many days’ RECENT sales and adjust outstanding and future orders appropriately.

• Send out all accounts receivable  statements monthly. Believe it or not, people get sloppy in good times

• Do even more with even less. There is a reason why this tried-and-true phrase exists.

Ensure you timely, accurately AND REGULARLY  receive the management information reports to easily complete these reviews.

What other key information might you be  missing? Hard to have too much cash.

Pull this list out every six months to wash,  repeat and see where and how you can better manage your company’s cash flow.

When the economic climate changes as dramatically and as frequently as it seems  to nowadays, remember that cash is better than king – it rules.

Call now to discuss your situation

678-319-4739.

Thanking you in advance, Gary

Gary Patterson
FiscalDoctor, Inc.
678-319-4739    www.FiscalDoctor.com

Reduces financial risk, strategically aligns companies, and increases profit

There is always time to talk about how I can be a helpful trusted resource, providing access to 100 niche best kept secret experts, most of whom provide No Cost No Risk assessment options.

Which of the Coke management mistakes could your leaders make and to what extent?

How do you rank on the authors 3-minute strategic self-quiz?

Where is your strategic plan, budget and enterprise risk management framework at risk from failures versus your culture?

Who should consider applying this process with applications for sustainable profitable growth governance, risk assessments and enterprise risk management (ERM) type issues, inside a value based operational and strategic assessment framework? Family business, private and public business and equity group investors, and including:

• Corporate directors, key committee chairs and board chairs
• Corporate officers and C-suite executives
• Shareholders, stakeholders, regulators and legislators

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Consider the value of access to the top strategic risks per a confidential survey of the global Fortune 1000 and major SMB’s.

Which of these risks can you convert into a golden opportunity?

How can you ensure that you will not lose your stockholder’s equity, reputation or even job by being forewarned?

The author will be glad to discuss your particular situation as part of your review of the referenced Blue-Ribbon report described in his article Top Risks & Governance Strategies for the Less than Fortune 1000 Company

 The FiscalDoctor®678-319-4739

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https://www.expertclick.com/NewsRelease/Middle-Market-SMB-CEO-President-Leaders-Risk-and-Governance-Secrets,2019196587.aspx