9
O P I N I O N
Mission: critical
The first steps in taking control of your firm’s financial success should center around the billing cycle, timesheets and, most importantly, the backlog.
D ecember 28, 2015, was the beginning of my new path as the financial controller at Joseph B. Callaghan, Inc., a small consulting engineering firm specializing in repair, restoration, and waterproofing of buildings and facades in the Philadelphia area. JBCI had just celebrated its 50th anniversary and the company had just been sold to its second-generation leadership.
John McCardell GUEST SPEAKER
fiscal year. Without these processes, you’re working in a reactive mode. You’re not able to get ahead of the data and you start using it to make financials and operations to help this already healthy company take it to the next level?” “I stepped into a stable business with an incredible amount of potential. But how could I use
My predecessor, an accomplished professional with no formal financial training, but years of industry experience, was focused on the transactional aspects of the position – mainly paying bills and collecting money. Both extremely important for a healthy business. Upon her retirement, I stepped into a stable business with an incredible amount of potential. But how could I use financials and operations to help this already healthy company take it to the next level? The best way to begin to create your company’s financial success is to set up processes. These should be intentional processes that align with natural fiscal periods – end of month, quarter,
See JOHN MCCARDELL JR., page 10
THE ZWEIG LETTER April 30, 2018, ISSUE 1246
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