Looking for top-tier talent? Introducing Candidate 209: A seasoned professional with 14 years of industry experience and a strong skill set backed by Series 7, 66, and 24 licenses. Currently seeking opportunities as a Practice Manager, COO, or Director of Operations, available in Massachusetts or for remote positions. Compensation expectations range from a $100-120k base to $150-160k total. If you're looking for a dedicated and knowledgeable leader to join your team, Candidate 209 is ready to make an impact. https://lnkd.in/gNhrg4W3 #Hiring #FinanceProfessional #Leadership #RemoteWork #OperationsManagement
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Was having an interesting debate recently, and would love to hear what the rest of the LI community thinks. My position on the following is there is only one clear answer for each situation, but that depending on which stakeholder position you represent in a certain business environment, one can make an argument (not a sustainable market one mind you) for the other. The two questions at hand: 1) You have two account manager personas. You have to pick one to manage your $50M book of business for the next 30 years. Manager A is guaranteed to never have a YoY growth rate less than 0.5% but rarely--even in good years exceeds 2.5%. Manager B is your wild card. They will have years of 10%+ growth, but just as many losing 10-15%. Which are you taking? 2) You have an operations focused business that is scaling nationally. You're given two options. First, $10M revenues with 60% gross margin. You're not scaling the 60% ever, but the top line will never dip below $10M. Second scenario, $6M revenues with 90% gross margin. No other context besides real world market likelihoods and indirect expenses are the same and fixed. Which are you taking?
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I help the Construction, Engineering and Architectural Industry Build Momentum for Their Brands. | 5 Time ASA Voice Award Winner for Overall Excellence.
Did you know that 80% of small businesses experience a revenue peak in their fourth year, with an average revenue of $2,164,000 for those with 10-19 employees? Most business owners find it challenging to sustain growth beyond this point. Often, business owners are overwhelmed, wearing multiple hats and struggling to break free from day-to-day operations to focus on strategic growth. This is compounded by a team that may resist change and cling to the status quo. So, what sets the remaining 20% of small businesses apart? They invest in executive-level leaders for key functions like finance, sales, marketing, operations, technology, and talent acquisition. Unfortunately, for most small businesses, the cost of hiring executives with salaries exceeding $250K is a financial barrier. Enter AltCMO – our team comprises seasoned executives in sales, marketing, operations, finance, talent acquisition, and technology. We work with your company on a fractional basis, offering expertise to boost revenue, enhance cash flow, streamline operations, and attract top-tier talent. The best part? You can bring in an entire executive team for roughly the cost of a single mid-level manager. Let's break free from revenue peaks and unlock your business's full potential together.
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CFO | Perm, Interim or Fractional. Helps CEOs drive Growth and Scale for SME Technology businesses. Recently SaaS and Fintech Venture Capital and PE Backed. Grown up at the Board. Occasional Succession style posts.
Solve the pain point of your buyer, not just for the business benefit but for the individual itself (top of Maslow needs) and that is where the value is. This is what enterprise sales understands. ---------------------------------------- But what caused the problem in the first place...could it be prevented by having the right people? I am a CFO looking for a new role. My primary task is to help the CEO solve the pain they are facing with the business challenges. However unless the CEO knows what has stopped this transformation from happening already it can be difficult for an incoming CFO to make the impact. Prevention is better than cure but you may need both - great people and tools. You can have a rock solid strategy, with an excellent execution plan but if the culture is not right it is liable to fail. If you are a CEO in the technology space looking to bring in a CFO lets connect and have a chat.
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Reaching out to my LinkedIn network. I believe this is a great platform for connecting good people with good opportunities – sometimes we’re the helper, and at other times we’re the one asking for help. I have made a decision that it is time for a career change. I have enjoyed my time in banking, and in public accounting, but would like to do something different in this next chapter of my life and would appreciate your help if you - or someone you know – are looking to fill a role that matches my interests (see below). Thank you in advance for your assistance! Interests: · Senior Finance Leader – local company or mission-driven nonprofit agency in the Cincinnati metro area. · Leverage my financial skills and critical thinking to identify opportunities. · Collaborate with functional leaders to execute the strategy and drive improved results. · Ensure the key operating metrics are aligned with the organization’s strategic focus. · Lead the development of the financial planning process to ensure the financial health of the organization. Strengths: · Collaboration & Relationship Building · Alignment of Operating Metrics to Strategy · Communication & Presentation Skills · Attention to Detail · Benchmarking (Internal & Peer) · Inquisitive · Forecasting, Budgeting, Strategic Planning · Critical Thinking · Risk Management & Internal Controls · Leadership & Development of Teams · Financial Reporting & GAAP Accounting · Lead by Example
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If you want at least a chance of having a solid and successful Board of Directors, that actually has the shareholder and shareholder value, in mind: 1. Do not focus on the share price - focus on delivering sustainable, profitable sales and growth, that will result in demand for shares. 2. Do not allow the CEO to be Chairman of Board - this is letting the prisoners run the prison. 3. Hire for specific skills and experiences. You are not hiring names or contacts. 4. Leverage those skill sets to act as mentors to management. 5. Make them come together - face to face - get to know each other. 6. Compensate them fairly and base it on financial results, not share price gains, or they will become fixated on share price manipulation, not growing a real business. 7. Ensure they follow the same rules in setting executive management compensation. 8. At the first sniff that they are not doing their job, put them out of a job.
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I made the bold decision today to split my CEO role into two positions -- a Chief Revenue Officer, and a CEO position that is focused on operational efficiency and cost savings. This gives myself more time to focus on growing the business while elevating the importance of efficient operations in the company. I lose the ego-tickle of the fancy CEO title, but I gain a more profitable company, happier customers, and a more effective team. Here's what I shared with my colleagues: Dear Team, I'm excited to announce that the CEO role is being divided into two positions. One role will focus on sales, marketing, and revenue growth. The other role will focus on operations, supply chain management and finance. I will lead the company for sales and marketing as the Chief Revenue Officer & Chief Marketing Officer. Working with the board, we will hire a new Chief Executive Officer. That position will focus on four big goals: 1. Supply chain efficiency – pursuing a lower Cost of Goods Sold (COGS). 2. Build a culture of efficiency in the organization that drives down expenses while maintaining exceptional customer satisfaction. 3. Drive financial strategy, budgeting, and data rigor to allow business leaders to make informed decisions and allow for company growth. 4. Build & refine operational systems and standard operating procedures that support business growth. This is a big change, for myself and the company. I ran through a number of leadership scenarios and ultimately for a position to be successful at building a culture of efficiency and belt tightening they need to be the boss. This change also reflects what type of leadership the business needs for its present life stage and the current economy. My strength is as a brand, sales, and marketing CEO. Over the last 5 years I have led an amazing team through 2,600% revenue growth and built a nationally respected brand in Dakota Lithium. All during a period of global supply chain upheaval. What the company needs now is the operational efficiency to match the revenue. We'll be publishing this job description shortly. Direct any inquiries to hiring@dakotalithium.com Courageously yours, - Andrew
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Delivering entrepreneurial-focused leadership that transforms the whiteboard to revenue. | Executive Leadership | SME | PE, VC, P&L, Scaling & Growth | Manufacturers Representative & Consultant |
Are you ready to take your business to the next level without the commitment or high cost of hiring full-time experienced executives? I offer a wide range of Fractional Executive Services that provide C-level management, strategic advising, and organizational management bringing 20 years of real-world hands-on business operations expertise to your company no matter how large, small, or new it may be. The value of hiring a fractional executive allows for access to top-tier executive talent without the overhead costs, tailored solutions to suit your specific business needs, expert guidance in areas such as strategy, operations, finance, and marketing, and the flexibility to scale up or down as your business evolves. Don't let limited resources hold your business back from reaching its full potential, I work with you to offer rates and retainers that align with your budget and/or stage of your business from early seed round ventures to long-standing established corporations. I offer a free no-obligation 50-minute consultation where we can learn, discuss, and evaluate your specific business challenges, needs, and critical milestones to see if a hiring fractional executive is right for you, your team, clients, and/or business partners. The goal is to build and propel your business forward, together! PM me personally today to set up a no-obligation discovery consultation. #craigzambonifractionalexecutive #FractionalExecutive #BusinessGrowth #ExpertGuidance #TailoredSolutions #TopTierManagement #BusinessAdvice
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Today, being a successful firm isn't just about technical skills; it's the people responsible for leadership, relationships, and innovation. A firm's strength lies in its dedicated team of professionals committed to ensuring client satisfaction, regulatory compliance, and streamlined operations. Leadership and first-class marketing and sales are critical skills and must be integrated with technical accounting and finance skills to create the desired experience for clients and team members. It takes a unique ability team with well-defined roles. However, many firms lack some of the required skills or have people working outside their unique abilities. Learn more from L. Gary Boomer: https://boomer.link/cqb #cpa #accounting
The CAS Team: 5 Steps to Elevate the Client Experience
boomer.com
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How many direct reports should a manager have? This article gives a nuanced and well-founded answer. I'm sharing it because I happen to agree with the figures 😀
How many direct reports should a manager have?
theengineeringmanager.substack.com
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CEO at Boomer Consulting, Inc. | Forward-thinking accounting & technology strategist | Passionate leader & published author
Today, being a successful firm isn't just about technical skills; it's the people responsible for leadership, relationships, and innovation. A firm's strength lies in its dedicated team of professionals committed to ensuring client satisfaction, regulatory compliance, and streamlined operations. Leadership and first-class marketing and sales are critical skills and must be integrated with technical accounting and finance skills to create the desired experience for clients and team members. It takes a unique ability team with well-defined roles. However, many firms lack some of the required skills or have people working outside their unique abilities. Learn more from L. Gary Boomer: https://boomer.link/cqb #cpa #accounting
The CAS Team: 5 Steps to Elevate the Client Experience
boomer.com
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