Cost containment: An important health care benefits objective for businesses

As the Fed continues to do battle with inflation, and with fears of a recession not quite going away, companies have been keeping a close eye on the costs of their health insurance and pharmacy coverage. If you’re facing higher costs for health care benefits this year, it probably doesn’t come as a big surprise. According to the National Survey of Employer-Sponsored Health Plans, issued by HR consultant Mercer in 2022, U.S. employers anticipated a 5.6% rise in medical plan costs in 2023. The actual percentage may turn out to be even higher, which is why cost containment should be one of the primary objectives of your benefits strategy. 

Really get to know your workforce to succeed at cost containment, you’ve got to establish and maintain a deep familiarity with two things: 1) your workforce, and 2) the health care benefits marketplace. Starting with the first point, the optimal plan design depends on the size, demographics and needs of your workforce. Rather than relying on vendor-provided materials, actively manage communications with employees regarding their health care benefits. Determine which offerings are truly valued and which ones aren’t. If you haven’t already, explore the feasibility of a wellness program to promote healthier diet and lifestyle choices. Invest in employee education so your plan participants can make more cost-effective health care decisions. 

Many companies in recent years have turned to high-deductible health plans coupled with Health Savings Accounts to shift some of the cost burden to employees. As you study your plan design, keep in mind that good data matters. Business owners can apply analytics to just about everything these days — including health care coverage. Measure the financial impacts of gaps between benefits offered and those employees actually use. Then adjust your plan design appropriately to close these costly gaps.

Now let’s turn to the second critical thing that business owners and their leadership teams need to know about: the health care benefits marketplace. As you’re no doubt aware, it’s hardly a one-stop convenience store. Many companies engage a consultant to provide an independent return-on-investment analysis of an existing benefits package and suggest some cost-effective adjustments. Doing so will entail some expense, but an external expert’s perspective could help you save money in the long run. Another service a consultant may be able to provide is an audit of medical claims payments and pharmacy benefits management services. Mistakes happen — and fraud is always a possibility. By re-evaluating claims and pharmacy services, you can identify whether you’re losing money to inaccuracies or even wrongdoing. Regarding pharmacy benefits, as the old saying goes, “Everything is negotiable.” The next time your pharmacy coverage contract comes up for renewal, explore whether your existing vendor can give you a better deal and, if not, whether one of its competitors is a better fit. 

It’s doable … really Cost containment for health care benefits may seem like a Sisyphean task — that is, one both laborious and futile. But it’s not: Many businesses find ways to lower costs by streamlining benefits to eliminate wasteful spending and better fit employees’ needs.  

Could your business benefit from interim financial reporting?

Could your business benefit from interim financial reporting?

When many business owners see the term “financial reporting,” they immediately think of their year-end financial statements. And, indeed, properly prepared financial statements generated at least once a year are critical.

But engaging in other types of financial reporting more frequently may help your company stay better attuned to the nuances of running a business in today’s inflationary and competitive environment.

Spot trends and trouble

Just how often your company should engage in what’s often referred to as “interim” financial reporting depends on factors such as its size, industry and operational complexity. Nevertheless, monthly, quarterly and midyear financial reports can enable you to spot trends and get early warnings of potential trouble.

For example, you might compare year-to-date revenue for 2023 against your annual budget. If your business isn’t growing or achieving its goals, find out why. Perhaps you need to provide additional sales incentives or change your marketing strategy.

It’s also important to more closely track costs in light of the current level of inflation. If your business is starting to lose money, you might need to consider raising prices or cutting discretionary spending. You could, for instance, temporarily scale back on your hours of operation, reduce travel expenses or implement a hiring freeze.

Your balance sheet is important as well. Reviewing major categories of assets and liabilities can help you detect working capital problems before they spiral out of control. For example, a buildup of accounts receivable could signal troubles with collections. A low stock of key inventory items may foreshadow delayed shipments and customer complaints, signaling an urgent need to find alternative suppliers. Or, if your company is drawing heavily on its line of credit, your operations might not be generating sufficient cash flow.

Don’t panic

If interim financial reports do uncover inconsistencies, they may not indicate a major crisis. Some anomalies might be attributable to more informal accounting practices that are common during the calendar year. Typically, either your accounting staff or CPA can correct these items before year-end financial statements are issued.

For instance, some controllers might liberally interpret period “cutoffs” or use subjective estimates for certain account balances and expenses. In addition, interim financial reports typically exclude costly year-end expenses, such as profit sharing and shareholder bonuses. The interim reports, therefore, tend to paint a rosier picture of a company’s performance than its full year-end financial statements.

Furthermore, many companies perform time-consuming physical inventory counts exclusively at year end. So, the inventory amount shown on the interim balance sheet might be based solely on computer inventory schedules or, in some instances, management’s estimate using historic gross margins.

Similarly, accounts receivable may be overstated because overworked finance managers might lack the time or personnel to adequately evaluate whether the interim balance contains any bad debts.

Glean more insights

Many business owners have had an “aha moment” or two when studying their year-end financial statements. Why not glean those insights more often? We can help you decide how frequently to engage in interim financial reporting and assist you in designing the reports that provide the information you need.

 

Amy Roman Joins Wellspring Board

On January 26, 2023, Wellspring announced the addition of six new members to its Board of Directors, including Amy Roman, Cynthia Minuti, Ryan Shaw, Jessica Niles, Deann Devitt, and Julia Marco. These individuals come from diverse professional backgrounds and bring years of experience in a variety of careers, as well as considerable non-profit Board experience, to Wellspring. As Wellspring expands its offering of programs and services for survivors of domestic violence and sexual assault and seeks to continue growing its impact in the community, CEO Maggie Fronk believes that the new Board members will help energize Wellspring to accomplish exciting things this year.

Amy Roman, a New York Certified Public Accountant and founder and owner of Strategic CFO Resources LLC, d/b/a CEFO Advisors, has a passion for helping others and desire to spread awareness about Wellspring’s work.
“I really want to become an advocate of Wellspring’s cause and help spread the word that there is help for those who have suffered through abuse,“ Amy said in the release.

The new Board members have a passion for helping others and a drive to improve the community by addressing the complex issue of relationship violence. Each brings unique skills and experiences to the Board, from accounting and finance to creative outreach and marketing. Together with the existing members of Wellspring’s Board, they will work towards achieving the agency’s goals for the year ahead.

For more information on Wellspring, and to read the full article from the Saratogian, visit this link.

Sailing and Business: What it takes to stay afloat

In the mid 1980s at Urbach Kahn & Werlin (now UHY), Eli Werlin used sailing and boat metaphors to describe business and the importance of having employees who support business with a stable base (the hull) and with driving business and supporting growth (the sails).

I had initially assumed I’d always be the hull. Today, I believe I’ve become a bit of both.

We still use many of the same metaphors to describe situations that happen in business today. Mr. Werlin’s words have stuck with me throughout my career.

        “When conditions change, a savvy captain will react accordingly.
          Usually, it means tacking to change the position of the sails.
          And it means risk-taking.
          So, sailing is a great metaphor for business. Entrepreneurs, of course, face turbulence, too.”
        – Biz Coach | Why Sailing Is the Best Metaphor for Business Solutions

Like sailing, businesses need to be prepared for course-correction. In both, staying afloat means keeping an open mind, staying agile, assessing risk and evolving quickly for any changes in the environment.

I only knew Mr. Werlin for a short few years before he passed, but he had an impact on me and my on my family. My dad used to run a hotdog cart for him in Lake George when he was just 16 years old. Even early on, Mr. Werlin was supporting small business and our community.

I wonder if he knew how impactful his words would be to those he mentored early on in their careers?

CEFO Advisors Welcomes Theodore Rydzewski, Jr. as a Client CFO

CEFO Advisors is excited to welcome Theodore (Ted) Rydzewski, Jr. to the team as a Client CFO. Ted joins us with over 30 years of accounting/finance experience, primarily in the manufacturing and construction fields.

“I joined CEFO Advisors to work with different companies in the Capital District area and provide financial leadership to help them meet their goals.”, Ted said.

Ted will be working as a CFO where he will be overseeing the finances of his clients. His goal is to expand his accounting and finance knowledge in areas beyond manufacturing and construction.

In his free time, Ted likes to exercise and cook. He also enjoys running, biking, playing basketball and doing Tai Chi.

Stay updated on CEFO Advisors and follow us on LinkedIn: https://www.linkedin.com/company/cefo-advisors/.

CEFO Advisors Welcomes Lisa Mnieckowski to the Team as a Client Controller

CEFO Advisors is excited to announce Lisa Mnieckowski has joined the team as a Client Controller. Lisa brings over 20 years of experience in several industries, including healthcare and technology. She’s worked with large publicly traded companies to small entrepreneurial ones. Her experience has taught her that for a company to be successful, a strong team is needed that will foster a professional work environment with great communication and transparency.

Lisa says, “I was looking to find a company that offers a professional culture and that values and respects its employees. I have found that at CEFO Advisors.”

Lisa will be working as a Client Controller where she will help clients achieve their financial goals while overseeing their daily accounting operations. Her goals include firmly re-establishing her management-level credentials and learning about new industries in which she has not previously worked.

In her free time, Lisa and her family have spent the last 10 years on a quest to visit all 63 US National Parks; a goal they accomplished this summer! She also enjoys genealogy, reading and gardening.

Stay updated on CEFO Advisors and follow us on LinkedIn: https://www.linkedin.com/company/cefo-advisors/.

CEFO Advisors Welcomes Patrick (Pat) McGowan as a Client CFO

CEFO Advisors is excited to announce that Patrick (Pat) McGowan has joined the team as a Client CFO. Pat joins us with 20 years of CFO/Senior Finance Executive experience. He’s had the opportunity to work in various industries ranging from Software to Theme Parks.

“I joined CEFO for the opportunity to be able to work in multiple industries.”, Pat said.

Pat is working as a CFO where he is overseeing the finances of five different companies. His goal is to help small businesses achieve better results by improving their financial, planning and analysis functions.

In his free time, Pat enjoys seeing live music. He is a season lawn pass holder at SPAC and has been to over 10 concerts so far this summer.

Stay updated on CEFO Advisors and follow us on LinkedIn: https://www.linkedin.com/company/cefo-advisors/.

Kim Butler Joins CEFO Advisors as Manager of Accounting Services

CEFO advisors is excited to welcome Kim Butler to the team as Manager of Accounting Services. Kim joins us with twenty years of experience managing business clients in various industries, assisting them with accounting and tax needs. She uses her knowledge to customize accounting to the specific needs of clients.

Kim says, “I joined CEFO Advisors to focus on my strengths in bookkeeping and accounting in order to help my clients with their needs.”

Kim’s strives to help clients better understand their financial health so they can accomplish their goals. In her free time she enjoys running obstacle course races with her husband, family volleyball tournaments and travelling with her family and friends.

Stay updated on CEFO Advisors and follow us on LinkedIn: https://www.linkedin.com/company/cefo-advisors/.

Using Strategy, Finance, and Culture to Guide your Business Philosophy

A business philosophy is relevant to every business.  It is especially important for small businesses. It plays into everyday interactions between people – from employee to customer, employer to employee, and among employees. The key is to have a solid foundation built from your strategy, finance, and culture. 

Business philosophy outlines the purpose of your existence and the goals you take on. Effectively, it’s the heart of your business. When strategy is well defined, the world is your oyster! A business philosophy helps both customers and employees understand your core values and beliefs. It becomes an integral part of your brand, your how you hire, and how you relate with customers, vendors, investors, bankers, everyone.

To ensure consistency, a business philosophy should be incorporated into every part of the business cycle. It guides your own decision-making and establishes long-term planning and effective communication and management. Customer-oriented philosophies tend to market better and studies have shown that 5 out of 6 customers will pay 25% for better services, which starts with a strong business philosophy!

How do businesses use strategy, finance, and culture to guide their philosophy? We will guide you through the process to help you begin to discover how to better define your own strategy, finance, and culture. 

What is strategy?

A strategy is a road map with step-by-step actions to lead to success. It allows you to work smarter within your business as decisions are easier to make when they are guided by an overarching philosophy. Success comes from thoughtful strategic planning.

A well thought out, strong business strategy will help you:

  • Adapt to market changes,
  • Manage financial resources,
  • Increase market return on investment (ROI),
  • Understand capacity constraints and thoughtfully adjust as the business changes,
  • Improve team collaboration,
  • Evolve into the incredible and thriving business you were meant to be!

Each business will have a unique strategy. Start with the following:

  1. Assess: Take note of the general state of business in your industry. How do similar companies operate?
  2. Position: Set a specific direction for the business and align the various elements needed to succeed. 
  3. Document: This may seem obvious, but it is an often-missed step. To stay focused on the business goals, define and document the road map.  You must then focus on communicating the strategy in an exciting and impactful way. Define your milestones and how you will achieve them.  Measure your achievement with well thought out key performance indicators (KPIs).
  4. Implementation: Keep the plan on target by talking to customers and employees, this will provide you with a pulse on how your strategy is being accepted. Hold brainstorming sessions regularly with employees to check in.

What is culture?

Having a healthy company culture is the basis for ultimate success. It provides employees with a sense of purpose and sets the tone for acceptable behaviors. It allows employees to build meaningful relationships within the business and supports their needs professionally and personally. It encompasses multiple aspects of personnel relations, inspiring opportunities for personal development and holding them accountable to expectations. Employees should feel comfortable with communication throughout the organization.

Leaders within an organization must set the tone for culture. A healthy company culture encourages personal growth, fosters trust, supports risk-taking, offers flexibility and gives praise and acknowledgement. A toxic culture will steer your business to a grinding halt.

Every company has a culture. A healthy culture can be achieved by:

  1. Establishing core values, communicating them to all stakeholders and using them as the basis for which you do everything from hiring employees, working with customers and even working with vendors.
  2. Lead by example and share your vision.  Define your “Why”.  Does everyone agree?
  3. Cultivate the right environment by hiring employees that exhibit company values.

What is finance?

We use the term finance to mean a variety of things.  A healthy financial outlook is key to running a successful business.  How you balance and report on the various inflows and outflows daily, monthly, and annually determines your profitability, your equity value, and ultimately how much you are paying in federal and state taxes.

We often encounter businesses who are understaffed in this area.  Some even see it as a necessary evil but fail to allocate enough resources to hire the right solutions.  A fractional CFO and Controller will provide a cost-effective way for businesses to get the talent they need to succeed at a fraction of what you would pay an employee.  A strong Controller is rarely an effective CFO. A bookkeeper is not a Controller. Every business needs a strong accounting component to understand where they are and where they are going.  Controllers report on historical information.  They make sure your accounting records are accurately portrayed.  CFOs are the forward thinkers.  They spot trends, they establish and review KPIs and provide strategic guidance to help you achieve your goals.

CEFO Advisors has built its business philosophy on strategy, finance, and culture. We use this process to inspire clients to create a connection and foster cohesion in their businesses as well. These core tenants help to establish a solid framework from which businesses can grow. CEFO Advisors works with businesses at all stages of their development whether at startup or with a family-owned company who has been in business for over 100 years.  We add the leadership, accounting expertise and advisory ability to assist you in reaching your goals!

The art of developing a high performing team

There are lessons we learn and then we learn them again. I challenged myself to really listen yesterday when one of our CFO’s at CEFO Advisors, discussed the first 90 days of onboarding a client at our all-staff meeting yesterday.  He meticulously took us through what went well, how the team overcame challenges, and what we learned. He spoke about the way our team worked seamlessly with the client and how trust and respect were developed early on within the process.  He spoke about how we learned and embraced the strengths of each person to guide and establish our process. I watched the faces of the CEFO team as he reviewed what had been accomplished while he praised each member of our team as well as the individuals we worked with at the client, the attorneys, bankers, auditors, and investors.  All of these people contributed to the overall success of that first 90 days.

He explained that although the onboarding process is mapped out during the initial discovery phase, there will be times that we have to pivot and change course to gain efficiencies and establish best practices. The process is strengthened by the acceptance and understanding that it is ok to change course as needed. It is an extremely healthy and accepting way to manage people and processes. There is little in business that is perfect. Successful relationships are built in those moments when you change course for the best results.

What do you need to establish a healthy high performing team?

  • Establish a culture steeped in learning and understanding.
  • Identify the strengths of each individual and assign responsibilities based on those strengths.
  • Understand everyone’s communication style.
  • Develop trust early on.
  • Lead with honesty, respect, and the passion to do what is best for your team and business. 

 I challenge CEOs and business owners to evaluate their culture. Embrace where you are and take steps to make those changes needed to create your best team. Ask the hard questions.

  • Have you developed your team to be a success?  
  • What do they need from you to attain the best results?  
  • Are expectations clearly laid out and followed through on?
  • Is success celebrated?

Balancing strategy, finance, and culture is the key to winning and having a high-performing team.