How I help
Perhaps sales are growing—but profits aren’t. Perhaps the company is profitable—but cash is always tight. Perhaps too many decisions still depend on you.
I help owners and CEOs identify what is holding the company back, establish the few priorities that matter most, and turn those priorities into measurable results.
Tell me what’s not working
Tackle the right issues. Get better results. Build a more valuable company.
Sales are not enough. The business has to keep more of what it earns. We look at where profitability is being lost and what can realistically be changed.
Margins. Pricing. Costs. Productivity. Mix. Accountability. Execution.
The objective: turn more revenue into profit.
A profitable company can still run short of cash. We identify where cash is getting trapped, where financial visibility is weak, and what can be done to strengthen control.
Receivables. Inventory. Payables. Working capital. Forecasting. Spending discipline.
The objective: put more cash under your control.
The owner should not have to carry the entire company. We identify where responsibilities are unclear, accountability is weak, decisions are bottlenecked, or the wrong people may be occupying critical seats.
People. Roles. Accountability. Decision-making. Leadership.
The objective: build a company that depends less on you.
When everything is important, nothing is truly important. We reduce the noise and identify the three to five priorities that can make the greatest difference.
Focus. Goals. Ownership. Milestones. Measurement. Follow-through.
The objective: get the important things done.
Growth should make the company stronger—not permanently harder to run. We identify the friction that creates delays, rework, customer problems, wasted time and unnecessary cost.
Processes. Workflow. Communication. Customers. Quality. Productivity.
The objective: make the business easier to run.
These are not five separate problems.
A leadership problem can become an operating problem. An operating problem can become a margin problem. A margin problem can become a cash problem. Too many priorities can make all four worse.
That is why I look at the business as a whole—not simply at the financial statements.
When you improve the right things together, you get a stronger, more profitable, more valuable and more sustainable business.
A proven four-step process.
What is happening? You tell me what you are seeing, what concerns you, and what you want the business to accomplish.
What is really causing it? We separate symptoms from underlying problems.
What matters most? We identify the few actions most likely to change the result.
Who does what—and by when? We turn decisions into action, accountability and measurable progress.
Diagnosis without execution doesn’t change a business.
Ongoing senior financial and operating leadership without adding another full-time executive.
Experienced leadership during change, transition or an unexpected vacancy.
Hands-on support and experienced CEO/CFO judgment beside the owner and leadership team.
Focused help with a specific business performance challenge.
We do not force the problem into a service. We fit the role to the problem.
15 minutes. Owner to operator.
Just tell me what is happening. Tell me what is working, what isn’t, and what concerns you. I’ll ask a few questions. Then we’ll determine whether I can help—and what kind of help would make sense.
Erich Stolz, CTP
832-372-5419
CFO@1CFOcenter.com