We specialize in achieving Results under pressure.
Newbrier drives value in urgent situations by focusing on cash results. Our approach is quite and effective to bring about the change you seek because failure is not an option.
Chief Financial Officer
When your company is pushing to achieve a higher tier of growth, a CFO can provide financial and strategic guidance to achieve your goals.
Why You Need a CFO
As a business grows and expands, the need for cash flow emerges as a critical constraint to the growth potential of the company. To indeed manage and plan for cash, a business needs the financial insight of a CFO.
Of course, a quality, talented CFO comes with a hefty price tag. How does a business know when the right time to make a move is?
At Newbrier, we simplify the challenge. We have experienced, professional CFOs ready to tackle your projects and help your business plan for and execute a growth plan.
CFO Insights
Our CFOs provide part-time, interim, and project-based financial expertise to fantastic businesses. The work they do focuses on the market and financial strategy; our CFOs use modern data analysis and strategic insight to help business owners make the best possible decisions. For decision-making and planning, it's often helpful to bring in someone with an objective point of view to analyze the numbers and match them up with your thoughts and plans.
The team includes CFOs with experience in many industries and all stages of growth, including startup, high-growth ramp-up, turnaround, and strategic exits. We know how to identify the critical issues to your company, prioritize them for you, and execute measurable results. Lean on Newbrier's expert CFOs for decision-making and planning.
By the numbers
$2 Trillion
Over $2 Trillion budgeted and forecasted
Our Expertise
Cash Flow Management
Manage your capital runway, debt obligations, and ensure the ability to invest in new projects.
Profitability Optimization
Identify opportunities to improve margins through granular analysis of channels, service lines, products, and more.
Finance Transformation
Beyond small tweaks, accelerate results with rapid change in the cost, process, or performance to transform your operating model, processes, and organization.
Integrated Performance Management
Drive coordinated action to improve the financial performance of the enterprise as a whole.
Risk Mitigation
Understand the risks and roadblocks that lay ahead and proactively work to avoid them.
Distressed Workout
Expertise to transform the business radically by supporting existing management or when requested to replace executive roles to accomplish critical objectives.
Market Penetration
Unlock scalable growth through new business models, channels, verticals, or customer segments.
Competitive Analysis
Understand the opportunities and threats to your business presented by other players in the space.
Internal System Implementation
Put systems and controls in place across your business to accelerate growth.
Fundraising Support
Plan for the timing, format, and level of funding required to support business operations.
Profit Modeling
Establish a dynamic financial tool that reflects your business, then use it to evaluate scenarios and plan the best path forward.
Stakeholder Relations
Building mutually beneficial relationships with key stakeholders to enable the strategic vision of the company.
As our third-grade teacher might know very well, we all have a limit to our attention span. We naturally get bored with a task over time and hence, need a break.
The awful boss that is often spoken of who steals his employees ideas, robs them of recognition for accomplishments and hard work, and passes the blame for failure is the poster child of bad management. I support a view point that is often brushed off by colleagues as too radical but in reality it is quite simple to believe, follow and implement.
Leading a business is a complex and challenging task to allocate the right resources to the best opportunities every day. Being sure to allocate enough funds to the marketing budget and then maximize the practical use of each dollar. During difficult times it can be tempting to slash the marketing budget since the payoff isn’t always visible today. The reality every great leader knows is the future of your business depends on how effective the organization builds the brand, generate leads, and converts the leads to sales.
I spoke with a friend today who is exploring an entrepreneurial pursuit. As we discussed the business plan concept I eventually couldn’t help myself but to start drilling in on the economics. So I asked the important question of how many units needed to be sold to replace this person’s current salary? This is a useful question to determine if the business model is initially viable. If you need to sell 10,000 units and only have the capacity to produce 500 per month you immediately can find the curbs in the business.
Do you tell your team you want to be “World Class”? If you do, let me try to persuade your thinking and change your goal. To me, World Class means you are have achieved a standard of quality attained by many other organizations making it unexceptional. Being 1, 2, or 3 in the world is really what matters and is exceptional. For example, lots of athletes are World Class and make it to the Olympics. Only the ones that bring home a medal make it in the Nike commercial. Is the goal to have excellence above everyone else or achieve a level of excellence that is expected at a minimum to enter the world stage?
Communicating the company’s strategy to the organization is a difficult thing to do. Everyone has to buy into the goal of where the company is headed and being able to clearly articulate the strategy is key. Once everyone is on board and the entire team is rowing in the same direction the results that can be produced are amazing. The December 2011 issue of the Harvard Business Review illustrated a great example of how to communicate the strategy and ultimately the Why of the organization. The article explains how Four Seasons has been able to achieve great success by aligning the daily activities of its employees to the strategy of the organization.
