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Bad Bookkeeping: How it costs you money

Wednesday, May 30th, 2012

We love straightening out messy books.

When a client comes to us and needs us to clean up their accounting files we get a certain satisfaction from putting everything in the right place and giving the owner a clearer picture of their company. Unfortunately, the client who tried to save some money by doing the books themselves realizes that poor bookkeeping increases their accounting expenses exponentially.

So it got me thinking: how could they have known that their bookkeeping costs go beyond just the hourly rate they pay their bookkeeper? So we came up with our list.

Symptoms of Poor Bookkeeping and How It Can Cost you Big Money

Incorrect cash balances: We’re surprised how often clients don’t have accurate cash balances on their books because they been reconciled regularly, leading to costly overdraft and embarrassing bounced checks.

December whiplash: Often when we look at client’s financial trends we see huge profits or losses in December a.k.a. “the December whiplash effect.” Typically, the CPA does all the year-end and “clean-up” entries to client’s books in the month of December.  It costs the clients money because they really don’t know their true YTD profit/loss until after the year is closed– not to mention the large bill from the CPA for their time trying to make sense out of the numbers. Owners should have these entries matched to the time period in which they occurred.

Open door for fraud: We’re surprised how many owners give their bookkeepers cart blanche access to their bank accounts, including the ability to write online checks and make purchases on their behalf. While this may be a great convenience for the owner, it is also a huge risk which could cost them thousands or hundreds of thousands of dollars of losses. Simple steps like limiting access, opening and reviewing all bank statements for unusual transactions and separating duties are ways the business owner can protect themselves and their companies.

Over-inflated profits: One of the clean-up entries that CPAs make at the end of the year is grossing up payroll. A common mistake is to enter net payroll as wages, so you never really know what you’ve paid your people and your tax liability until the end of the year.

Monkey-in-the middle: You know the scenario—you have a CPA and a bookkeeper. The CPA has questions and you have to go to the bookkeeper for answers. Or, worse, they have some serious differences of opinions on how you should handle a type of transaction leaving you to figure out who is right. Where’s the profit drain in all of this? You are stuck in the middle, spending your time away from the business, and the CPA and bookkeeper are running up bills while they debate.

Flat financials: Every financial transaction is rich with data, but few bookkeepers know how to extract it.  Without details of product or customer profitability, you are probably leaving money on the table, whether it is in lost profits or opportunity costs of missed revenues. Having a knowledgeable person doing your books that can give you these types of details can help you get the laser-focused reporting you need to identify and capitalize on opportunities to improve your bottom line.

Surprise- surprise: Poor bookkeeping has also led to many a cash flow surprise. Unbilled (or late-billed) invoices, vendor bills that got lost and surface just when you are in the middle of a cash flow crunch, can cause havoc when you are trying to make payroll.

Constant owner intervention: “High maintenance” bookkeepers, i.e. ones that need constant supervision or review of their work, cost business owners a lot of money. From extra hours of pay due to inefficiencies, to the time it takes the owner away from managing and growing the business, an unskilled bookkeeper ‘s costs often are a multiple of their wages.

Forget it– I’ll just do it myself. A common response for when people don’t want to invest in outsourcing their accounting. While this may seem like a cost-saving measure, when you think about it, it really isn’t. Whether the owner doesn’t see the opportunity cost of not investing that time to manage and grow the business, to the errors and large “clean-up” bill they get from their accountant at year end, to the saddling of a non-financial office manager with bookkeeping, the money saved by keeping bookkeeping in the wrong hands quickly dwindles when all the other factors are taken into consideration.

Does any of this sound familiar to you?  Sometimes it is worth it to talk to professionals.  Even though they may seem like they are “expensive” when you factor in the costs of poor bookkeeping, they may seem like a bargain after all!

Is your accounting department helping you spot the iceberg?

Sunday, March 18th, 2012


Are you beginning to view your accounting department as a cost center full of overhead expense?

Are you not sure what they do all day but know that they seem very busy and often overwhelmed?

If one critical person in the accounting department left, would business continue on without missing a beat?

If these questions make you uneasy– you aren’t alone.

When we talk to many CEOs we hear the same thing: “When it comes to the financials, we don’t know what we don’t know.” That includes what their accounting department does on a day-to-day basis—and what information they should be getting from them.

For many companies the amount of information that the leadership team gets from their accounting departments is minimal, dated and not easy to understand. Not wanting to know the intricacies of the accounting function, many owners blindly trust their accounting staffs, and figure if the tax accountant isn’t complaining too much at year-end,  their accounting department is getting by just fine.

But are they? Could they be delivering more, more efficiently and with greater accuracy?

Here are some signs that your accounting department may need an overhaul:

Timing is everything. What would have happened to the Titanic if they knew about the size of the iceberg before they hit it? If you aren’t getting financials from your accounting department within 10 days after month-end, you are in the same situation. By the time you discover an issue 20, 30 or 60 days after the month ends you may find that a small issue last month has snowballed into a serious problem (“iceberg”) and you didn’t see it until it was too late.

Flat financials. So you are getting information from your accounting department, but can you use it? You should be getting real information from your staff– details such as which customers are driving your profits, what product lines are doing well, what is the productivity of your staff and your assets, as well as projections of where you are headed. If you aren’t, you may not see—or be headed directly for– that “iceberg.”

Business growth outpaced the skill set of the staff. Most companies have them—the bookkeeper or staff accountant who has been with the company from inception—who knows every nut and bolt of the business. But now that person is the “CFO.” Sometimes that person can grow into the role—sometimes not. It might be time to take a hard look at the skill set of your staff and get the right help in place to continue the business’s growth.

Busy-ness doesn’t equal good business. When was the last time your accounting department stopped and asked why they do things the way they do? Often times we find manual entry of accounting transactions when they could be automated, re-entry of the same data in multiple systems, and a LOT of unnecessary paper shuffling.

Old technology. Face it, when it comes to investment in IT, the accounting department gets the short end of the stick. There is nothing sexy about an accounting package (unless you are an accountant!) and it certainly doesn’t hold a candle to the fancy CRM systems that often are upgraded before the accounting systems. However, when used wisely, an investment in accounting system upgrades may just improve the efficiency of the staff, give you better information in less time and cost you less over all.

Your accounting department’s main function, beyond just record-keeping for the IRS is to provide you, the owner, with the best springboard for growth—information.

We often get called in to companies when the owner/CEO isn’t getting the information they need, when they need it and in the format that makes the most sense to them. Either the business has hit an “iceberg” or they are trying to avoid one.

How does your accounting department help you “spot the icebergs” in your business and how do they help you course-correct?

The empty spot on your bench

Wednesday, May 25th, 2011

Ask any business owner if they ever have enough money or enough people to get the job done and their answer is probably a guffaw and a resounding “NO!”

When you ask them who they need (in a perfect world) you’ll hear they need sales people, operations people and line workers.  Rarely do they say they need a Chief Financial Officer (CFO.)

Ask any business owner that has left their accountants’ office during tax time still puzzled on why they owe so much to Uncle Sam or how they could have made so much on paper but don’t see it in the bank.  Many accountants can’t answer these questions.  A CFO can.

If you are worried about looking foolish in front of a CFO, or are embarrassed that you don’t have a grasp on your numbers, don’t be. You aren’t alone.

If you have a handle on your financials but still find yourself with questions about product line or customer profitability, whether you should pay back your loan or take the money and use it to grow, or why you never seem to have enough cash, you should consult your CFO.

If you believe your CFO is strictly a glorified bean counter, you have found the wrong person for the job. If you think that a CFO is really short for CF-”no”, that is, someone who will shoot down all your plans or ideas, you’ve found the wrong person.

If you are looking for someone to help you map out your growth, “run the numbers” and provide you options backed by analysis, and you naturally turn to your CFO, you know you have the right member on the team.

But most businesses don’t have that team member in place. There is an empty, yet critical, spot on their bench. It comes down to one change in mindset on the part of the business owner:

Hiring a CFO isn’t an expense, it’s a growth strategy.

A CFO can provide you with the best springboard for growth: information.

Information can be in the form of financial analysis and trends or forward-looking projections. It can be a scenario analysis (“if I do X, then my profit could be Y”) or a post-mortem (“why did this job run over budget?”) A CFO with good business sense can take your operational and financial data to give you a picture of the effectiveness of your daily operations. That’s pretty powerful stuff.

So, you can muddle along and find out what works through gut instincts or trial and error. You can hire another sales person or line worker and you can grow in increments. Or you can fill that empty spot on your bench with a CFO, even on a part-time or consulting basis, and grow exponentially. You just need to change your mindset.

Avoiding March Madness

Monday, March 14th, 2011

March is the time when most businesses start collecting and turning over their documents to their accountants to prepare their taxes. For some businesses, it is pulling out a shoebox of receipts, for others it may be a scramble to bring their books up to date. In either case there is a certain level of financial “madness” that happens in March. There is a simple way to avoid the rush and improve your business at the same time.

The antidote to financial March Madness is simple—it’s setting a monthly closing date.

This may seem like accounting-talk, and maybe not that important. A closing date is simply a deadline by which all entries need to be made for the previous month. All large companies have a closing schedule and it is important for small businesses too. Getting the books updated is often a low priority for business owners when there are fires to fight and customer calls to return. They know there is at least one closing date they will meet—the end of the year to file their taxes. Because they haven’t been keeping their books up monthly via a closing schedule, businesses are scrambling in March to get everything updated.

We like to have a closing date that is no more than one week after the end of every month. So for example, in February, we’d like to have the books closed by the first week in March. There are a few benefits to having a closing date:

Ability to course-correct: Having your books closed timely allows you to review what happened in the previous month and make changes before another month passes.

Accountability: If the bookkeeper knows someone will be reviewing the books by a certain date they will have them done by then. And, if that someone is the CFO or other consultant, it provides a level of accountability to the business owner to hold their feet to the fire and review performance for the prior month.

No changing history: When the books aren’t closed, it is easy to make entries in prior periods. This is one of our pet peeves because it changes the history. A closing date sets the financial statements in stone so that they do not change when you run them each month. For example, the results for February stay the same whether you run the report in March or in June. It sounds simple but it is important when you are analyzing the books.

Setting a closing date may sound overly simple, but keeping to a closing schedule will create a rhythm and consistency in the upkeep of your books. Find a date that works for you, whether it is one week or two weeks after the last day of the previous month and stick to it. It will not only help you get better information for your business but you will find a monthly closing date will also help you avoid the rush of March Madness.

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