Referred by the Company’s lender, Sutker Moran was hired (or as the Company’s owner referred to Sutker as “The Calvary”) as the interim Controller to facilitate the audit as well as manage the accounting staff. Sutker, first, corrected the financial statements. Then, Sutker successfully managed the Company through the audit process. Impressed with Sutker’s responsiveness and quality of work, the Owner ended his search for a W2 employee and hired Sutker full-time. Sutker now provides full-coverage CFO/Controller services at significantly less cost than a W2 employee, that started with the bank transition, managing the ERP conversion, as well as performing all financial duties related to the partial sale.

The CFO of a home décor company left soon after the Company’s controller retired, leaving a large void in the financial/accounting department. Sutker Moran took on a leadership role, quickly assessing and understanding the Company’s financial systems and operations. As a result, the accounting department continued without disruption. Sutker Moran generated timely and accurate financial statements and identified areas for profit enhancement. Showing its value, Sutker became the Company’s permanent CFO/Controller.

Sutker Moran quickly stepped in and immediately identified various issues including unreported financials for six months, significant IRS problems, a deteriorating banking relationship, as well as gross accounting department inefficiencies.

Sutker Moran painstakingly went through the process of remedying each of these issues culminating in preparing timely and accurate monthly financials, restoring the banking relationship, restructuring the accounting department personnel, and completing a successful CPA review of the year-end financial statements.

Having earned the CEO’s confidence, the Company hired Sutker Moran to be the permanent CFO and play an integral role as the Company seeks to execute its growth-oriented business plan.

Referred in by a friendly competitor of the Company, Sutker Moran took over the CFO/Controller role providing full-coverage CFO/Controller services at significantly less cost than a W2 employee. Sutker simultaneously reconciled every balance sheet account while developing and implementing a formal monthly close process. Sutker then focused on the Company’s convoluted WIP projection process. Sutker Moran, first, gained a thorough understanding of the existing process. Then, teamed with the Senior Management Team to reimagine a new formal process tailor-made for the Company’s operations. Armed with meaningful information, Sutker Advisors, as the Company’s CFO/Controller, challenges project managers with cost issues and helps identify operational under-performance.

Sutker took on the interim Controller tasks. Sutker also developed a comprehensive refinancing package that included a detailed financial analysis showing the Company’s path from an unprofitable year to its projected profitable year, as well as presented their upcoming working capital needs. Confident about the credibility of the Company’s plan, Sutker reached out to several lenders who were not averse to the construction industry as well as whose customer base and culture matched that of the Company.  Sutker negotiated the lending agreement with the new lender on behalf of the Company.

A growing, but under-capitalized designer/distributor of women’s apparel hired Sutker Moran to take responsibility for the financial end of its business. Sutker Moran reduced the Company’s financial department cost by 60% while taking on the CFO role through the accounts payable functions. Through collaboration with other members of the management team, the Company is poised to have its best year ever.

Sutker Moran was hired as the interim CFO and immediately began to finalize year-end financials where they found insufficient, inaccurate, as well as confusing financial information. Sutker painstakingly refined the closing process and continued to facilitate the annual CPA review. In previous years, this was a huge pain point for everyone involved. The CPA firm was thrilled with the new clarity of the financial information allowing them to work quicker and not push up against tax filing deadlines like they had in the past.  Management was also thrilled because the CPA’s fees were significantly less than in prior years. Sutker then created robust financial projections to track the Company’s monthly financial performance, which has led to in-depth conversations with ownership on how to improve their results.  Given the acquired knowledge of the business and proven quality, Sutker Moran was named to the permanent CFO position, which was not something ownership even considered when first engaged as the interim CFO.

Sutker reorganized administrative processes, allowing for a clear delineation of duties that resulted in the efficient and accurate processing of transactions. We also developed comprehensive monthly projections, complete with accruals that allowed ownership and management to understand and anticipate its financial circumstances; Standardized the closing process, improving the timeliness and accuracy of the financial statements; Developed a monthly gross margin analysis by customer, product line, and customer order to help understand profitability;  Finally, Sutker provided a monthly detailed analysis of results, including the Company’s performance versus projections.

Through extensive interviews and analysis, Sutker developed a consensual, standard pricing template that was used for all estimates. With the estimates’ standardized, Sutker, working with the Company’s IT Department, developed a labor tracking system that mirrored the estimating template, allowing for relevant actual vs. estimate analysis. Proving its value, Sutker became the Company’s outsourced CFO.

Once hired, Sutker Moran immediately instituted its well-vetted onboarding process to capture and document all the tasks performed by the outgoing controller. To complete the quarter-end financials on-time, Sutker put in extraordinary time to learn the functionality of the position which included learning two intricate ERP systems as well as understanding complex intercompany, multi-currency transaction entries. Sutker Moran successfully transitioned the now-documented role to a W2 Controller once this position was permanently filled.

The CEO was referred to Sutker Moran by an existing Sutker Moran client who he knew.

Once hired, Sutker Moran successfully converted the Company from cash-basis accounting to the accrual-basis and tackled the receivables issue. Sutker Moran secured collection of over $200 thousand in unreported receivables from the parent Company which were previously undetected. Weekly and monthly controls were established to ensure consistent tracking and collection of receivables.

While the Company was exponentially growing, Sutker Moran established consistent, timely procedures for monthly close and created a financial projection that guided management in hiring and purchasing decisions. New KPIs were established to arm the CEO with the information he needed when presenting to the Board of Directors providing all stakeholders the confidence in the financial information they were seeking. Once the company reached critical mass, the private equity firm brought in a W2 CFO. Sutker Moran helped transition to this individual.

With absolutely zero transition time, Sutker Moran stepped in right away into the CFO role. Since all Sutker Moran employees are trained to efficiently and effectively onboard financial management positions, Sutker Moran did not “miss a beat” by closing and reporting financial statements within the allowed timeframe in the first month of the engagement.

Once established, Sutker Moran brought the financials to GAAP standard and assisted with year-end forecasting including never-performed balance sheet and cash flow projections. As now their permanent outsourced CFO, Sutker Moran assists with audits, tax studies, and financial reporting, as well as manages the accounting department.

Sutker Moran was hired and immediately took over the position. Sutker instantly plugged itself into the Company’s cash situation to ensure vendors were being paid timely, especially critical given the impending ownership change. Simultaneously, Sutker began to finalize year-end financials which included developing a monthly close process for the accounting team. Sutker took the lead in navigating the due diligence period with the prospective buyer. Finally, Sutker seamlessly transitioned its responsibilities to the CFO of the buyer.

Sutker sought and identified a full-time CFO and transitioned into a more business advisory position.

Sutker began its onboarding process of reconciling every balance sheet account. During this process, Sutker identified a significant overstatement in inventory. The restated financial statements revealed the Company was losing money.

Sutker and management conducted a thorough analysis of the business resulting in $600,000 of profit enhancements that included position eliminations, insurance cost reductions, and reductions in discretionary expenses. Sutker further helped enhance liquidity by facilitating the restructuring of the Company’s bank term loan, saving $50 thousand per month.

Sutker Moran took over the outsourced CFO and Controller roles, diving into the financials and identifying gross mistakes and misrepresentations. As a result of providing the owners with a true, realistic financial picture that reflected significant operating losses, Sutker Moran collaborated with ownership and implemented a major restructuring based on their customer profitability analysis and their strategic zero-base analysis of expenses. With a return to strong, credible profitability, Sutker Moran succeeded in helping the Company obtain more conventional financing that provided sufficient working capital to fund the Company’s growth strategies. As the Company’s permanent outsourced CFO/Controller and management team member, Sutker Moran provides timely and accurate financial statements and analysis, manages cash, develops annual financial projections and interim financial forecasting, as well as recently assisted in the implementation of a new enterprise system.

Ownership called Sutker Moran and they were there the next day.

Sutker Moran implemented its well-vetted process utilizing one of their consultants who is well-trained in financial management and efficient onboarding. Given ownership’s confidence in Sutker Moran, the Company took a methodical approach in finding the right W2 to hire, rather than scramble to fill the seat.  Sutker Moran assisted in interviewing W2 candidates. Once hired, Sutker Moran onboarded the new Controller, sharing the comprehensive instruction manual Sutker Moran created.

The Controller for a $30 million distributor gave her two-week notice. The following day the owner called his lender for advice. The Lender recommended Sutker Moran. That next day, he gave us a call to hear what we were all about. The following day, he called us back and asked if we can sit with the ongoing Controller to assess the position. We went there the next day, which was already Friday!

We are experts in financial management. So, we told the owner there was nothing out of the ordinary and quoted him a fee which was substantially less than the cost of his W2 employee.

Skeptical about our permanent outsourced model, he hired us as the temporary controller where we onboarded the position for the one week the outgoing Controller had remaining. Proving our model, we, now, are the permanent Controller providing timely and accurate financial statements, managing the staff, and addressing accounting issues as they arise.