About the Financial Engineering Group
An Interactive Approach...
We find the consulting process works best when we begin with a brief assessment and analysis phase to identify and clarify the business performance issues which need to be addressed. This includes an understanding of the external forces acting on the business (e.g., customer needs, market dynamics, supply constraints, financial limitations, etc.) as well as an understanding of the personality of the enterprise and the operating style of the key business managers.
The crux of our work is to forge vigorous interaction among the CEO, CFO and the operating management team, the result of which is that:
- they find new solutions to current problems,
- they initiate new business strategies,
- they lead a reinvigorated organization towards its performance goals.
In addition, we may serve as mentors to the CFO to guide that individual toward becoming more of a "business partner" to the CEO/COO, in addition to being the treasurer, the accountant, and the financial reporter.
...With Results
As an interim outside influence, Financial Engineering Group is able to:
- act as a catalyst, or agent of change
- provide disciplined oversight of the agreed project(s)
- aid the existing managers in carrying out agreed changes, and
- motivate and enthuse key managers to try new approaches.
As an outcome of Financial Engineering Group's work, management teams will have a better knowledge of and appreciation for the critical interdependence of the work of operating the business, the support and monitoring of financial disciplines, and the needs and concerns of the employees and owners.
Business leadership is represented here by the interdependent and crucial relationships among the CEO-COO-CFO functions at the center and the intersection of the interests of governance and the workforce.
Meeting the Challenges Facing Business in the 21st Century
Symptoms we often find at this time include:
- bank or other loans stretched to the limit
- unexpected and unpleasant accounting results at year's end
- inadequate forward planning
- weak or outgrown financial systems
Underlying causes vary:
- rapid growth or rapid product obsolescence
- poor communications among managers
- poor cost and expense controls
- conflicting objectives or styles among various components of the organization
One of our recent clients commented, "...as a result of Financial Engineering Group's work, we not only resolved and overcame financial constraints, but we also evolved into a management team with sustainable, improved understanding of the economic impact of our actions and style, and how we individually related to the financial measure of our company's performance."
