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Tag: financials

Your Mid-Year Financial Checklist

[Editor’s Note: As we near the end of the first half of the year, you should take stock of your business’s financial health. It’s a perfect time to revisit Judith Miller’s checklist for getting your numbers right — and set yourself up for success in the rest of the year.] If you’re a baseball fan

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Judith Miller’s Top 4 Accounting Resolutions for 2018

Happy New Year! Although I typically don’t make New Year’s resolutions, I want you to make some; these are all guaranteed to make your life better by improving your remodeling business and by making your financials for December more accurate. AND, even better, the numbers you enter for your Roundtables Spring Focus Packet (due February

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9 Rapid Response Steps to Handle Cash Flow Issues

Cash flow issues can be very challenging to manage. They can show up unexpectedly. They can come on very quickly. They can distract the business owner from the important work he or she should be doing. They can disrupt the ability of the company to get a project done. And in their most severe form,

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There is No Such Thing as a Cash Flow Problem

Well, how could that be? If you have more bills to pay than money to pay them, isn’t that a cash flow problem? My guess is that if you are a business owner who has ever faced that situation at any point in your career, you would most definitely have considered it a problem. In

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The Path to Higher Profit: Strong Leaders & Good Numbers

After more than 30 years of working with remodelers around the country, I have encountered nearly every problem to confront a remodeling company: the dissolution of long-term partnerships, ineffective marketing tactics, sales systems that don’t produce results, unmotivated production crews, theft from overhead coffers, bankruptcy and terrible accidents on the job. On the other side,

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For Sale: 5 Effective Ways to Increase Your Company’s Valuation

Recently there’s been much discussion among our members about selling their remodeling business, or perhaps handing the business over to a 2nd or 3rd generation family member. These discussions are typically driven by a company’s founder or current owner who is nearing retirement age and wants to take advantage of the value they’ve built up

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