Welcome back to another episode of "Ask a CFO," the discussion centers around the concept of continuous accounting close. The primary focus is on how companies can expedite the monthly, quarterly, or yearly financial close process, aiming to avoid waiting until the end of the month to reconcile and finalize their financial records. The episode emphasizes that continuous accounting involves consistently updating and reconciling financial data throughout the month, ensuring that the books are not outdated at any point during the accounting period. This proactive approach is particularly valuable for large companies with numerous transactions and various departments that need to coordinate the close process. It also highlights the importance of looking at specific elements like accounts payable, accounts receivable, and revenue recognition on an ongoing basis to reduce stress and improve the efficiency of the accounting team. Key takeaways:Continuous Accounting Close Definition: it's about updating financial records and reconciling accounts throughout the month, rather than waiting until the end of the month. This approach ensures that financial data is up-to-date and accurate.Benefits of Continuous Accounting: Continuous accounting helps reduce stress for the accounting team by avoiding last-minute rushes at month-end. It allows for better control of financial processes, such as accounts payable (AP) and accounts receivable (AR), and ensures timely revenue recognition.Gradual Implementation: Implementing continuous accounting is a gradual process, starting with incremental improvements to different accounting processes. This approach, called "crawl, walk, run," ensures that each aspect of the close is continuously monitored and updated, leading to more efficient and accurate financial reporting.Send your question to #AskaCFOSign up for the free starter membership below for access to free resources and financial tools which are created to support you at every step of your journey.Click HEREConnect with us: LinkedInTwitterYoutubeWebsite

In this episode of "Ask a CFO," the host addresses the question of how to manage finances when expenses remain constant but sales are inconsistent. The focus is on understanding different scenarios, including the base case, best case, and worst case. The base case involves analyzing the progression of the sales pipeline, considering stages of probability. The best case is often discarded when sales are unpredictable, as it doesn't provide a significant cash cushion. The worst case is the starting point, looking at contracted business with signed deals to determine the year-end cash balance. If it's insufficient, expense reduction strategies need to be implemented. The episode also emphasizes the importance of gating items, such as large deals or donors, which can influence cash flow and expense management.Key takeaways:Scenario Analysis: When dealing with uneven sales and fixed expenses, it's essential to analyze various scenarios, including the base case, best case, and worst case, to understand the potential outcomes.Cash Liquidity: Maintaining adequate cash liquidity is a top priority for business survival. The worst-case scenario, based on signed contracts, serves as a crucial indicator of potential financial troubles.Gating Items: Identifying and monitoring gating items, such as significant deals or donors, can have a substantial impact on your financial situation. They can influence whether you must cut expenses or continue spending to achieve your financial goals.Send your question to #AskaCFOSign up for the free starter membership below for access to free resources and financial tools which are created to support you at every step of your journey.Click HEREConnect with us: LinkedInTwitterYoutubeWebsite

In this episode of "Ask a CFO," we talk about the crucial question of how to strategize to get all your company's debt paid. It might not sound like the wildest ride in the financial theme park, but managing debt is crucial for success, and our host has some insights to share. Here are three key takeaways from this episode:Key takeaways:Debt Management is Critical for Fundraising: excessive debt can hinder a company's ability to raise funds and grow. While debt itself is not inherently bad, it's essential to be cautious about the types of debt you take on. Prioritize Debt with Personal Guarantees: paying down debt with personal guarantees should be a top priority. Debt with personal guarantees can significantly increase stress levels if the company encounters difficulties. Consider Debt Rollover and Forward-Looking Projections: For certain types of debt, such as venture debt, renegotiation and rollover options can be explored. It's crucial to have forward-looking projections to understand when debt payments will come due and align fundraising milestones accordingly. Equity investors are more interested in supporting business growth than in paying down existing debt.Send your question to #AskaCFOSign up for the free starter membership below for access to free resources and financial tools which are created to support you at every step of your journey.Click HEREConnect with us: LinkedInTwitterYoutubeWebsite

In this episode of "Ask a CFO," James discusses the interplay between sales pipelines, expenses, and cash liquidity. Cash is the lifeblood of any organization, and it's crucial to manage both the inflow and outflow of cash effectively. Expenses are highlighted as typically predictable, especially when not scaling or hiring new personnel. In contrast, sales can be unpredictable, underscoring the importance of maintaining a well-structured sales pipeline. James also talks about the importance of having a detailed sales system with the ability to predict sales, ideally on a quarterly basis, and conducting weekly meetings to track progress. The episode also addresses the significance of adapting to changing sales conditions. When sales are slow, the CEO and team may need to intervene, while if sales exceed expectations, it signals strong cash liquidity. The episode offers insights into how businesses can plan their finances and adapt to changing circumstances to ensure financial stability. So, let's dive in.Key takeaways:Cash Management is Vital: Effective cash management involves not only monitoring the cash that's coming in but also keeping a close eye on the cash that's flowing out.Sales Pipeline Predictability: While expenses can often be predictable, sales are usually less so. To address this unpredictability, having a well-structured sales pipeline is crucial. Scenario Planning: By considering different outcomes, particularly in the context of gating items (key deals or events), a business can better prepare for different financial situations. Send your question to #AskaCFOSign up for the free starter membership below for access to free resources and financial tools which are created to support you at every step of your journey.Click HEREConnect with us: LinkedInTwitterYoutubeWebsite

Welcome back to another insightful episode of Ask a CFO! In this episode, James tackles a question that is often questioned by many founders and CEO: When should I bring in a CFO? We'll explore that as the answer isn't one-size-fits-all.In the early stages, especially for smaller businesses, outsourcing financial functions is often a smart move, which may involve having a controller, FP&A expert, or a fractional CFO to navigate complex financial issues. However, a full-time CFO may become more essential as the company grows and evolves. These strategic financial leaders are key players, bridging the gap between various departments, such as finance, product, sales, marketing, and operations. The timing for transitioning to an internal CFO can vary, but it's usually considered when a company's sales reach a range of 50 to 100 million.Let's dive right in!Key takeaways:No One-Size-Fits-All Answer: The need for a Chief Financial Officer (CFO) varies depending on a company's stage of growth and individual circumstances.Strategic Role of the CFO: A CFO's role goes beyond traditional financial tasks. They play a critical role in strategic decision-making, impacting areas such as profitability, customer service, pricing strategies, and marketing. Timing is Key: While a general guideline suggests considering an internal CFO when a company's sales reach a certain level, the timing for bringing in a CFO should be aligned with the company's unique growth trajectory and needs. Send your question to #AskaCFOSign up for the free starter membership below for access to free resources and financial tools which are created to support you at every step of your journey.Click HEREConnect with us: LinkedInTwitterYoutubeWebsite

Welcome back to another insightful episode of Ask a CFO! I'm James Vanreusel, Founder and CEO at Vanreusel Ventures, and I'm thrilled to have you join us today. In this episode, we tackle a question that often plagues startups and companies alike when they're raising funds or engaging with investors: Should they prioritize growth, profitability, or long-term sustainability? We'll explore each term individually, dissecting the implications and considerations associated with them. Whether you're a VC-backed startup seeking rapid growth, a mature company aiming for profitability, or an organization focused on environmental and social impact, we've got you covered. Join us as we navigate the intricacies of these approaches and shed light on how they shape your business trajectory. Let's dive right in!Key takeaways:Choosing between growth, profitability, and long-term sustainability depends on factors such as the investor type, business model, and long-term goals.VC-backed startups prioritize rapid growth, while profitability indicates a more mature stage of development.Long-term sustainability encompasses ESG factors and influences talent attraction and retention.Send your question to #AskaCFOSign up for the free starter membership below for access to free resources and financial tools which are created to support you at every step of your journey.Click HEREConnect with us: LinkedInTwitterYoutubeWebsite

Welcome to another episode of Ask a CFO. I'm your host, James Vanreusel, Founder and CEO at Vanreusel Ventures. In today's episode, we delve into the venture capital world and explore the question, "How do I make my VC's life easier?" Whether you're a company seeking to build a strong relationship with venture capitalists or a portfolio company aiming to meet their needs, this episode has got you covered. We'll discuss key factors that VCs value, including assistance with hiring, valuable content creation, and bringing them exceptional deals. Additionally, we'll uncover what VCs require from portfolio companies, such as timely reporting, quarterly updates, audited financials, and industry event insights. Join us as we explore strategies to streamline communication, stand out as a portfolio company, and make your VC's life easier. Let's dive in!Key takeaways:Understanding the needs of venture capitalists helps in building strong relationships.Helping with hiring, providing valuable content, and bringing great deals are appreciated by VCs.Timely and proactive reporting, including quarterly updates, financials, industry events, and valuations, is crucial for portfolio companies.Being responsive and organized in providing information to VCs can set a company apart and enhance the relationship.Send your question to #AskaCFOSign up for the free starter membership below for access to free resources and financial tools which are created to support you at every step of your journey.Click HEREConnect with us: LinkedInTwitterYoutubeWebsite

Welcome to another episode of Ask a CFO. I'm your host, James Vanreusel, Founder and CEO at Vanreusel Ventures. In today's episode, we dive into a crucial topic for nonprofit organizations: how to effectively track and report restricted funding. Join me as we explore the definition of restricted funding, the process of tracking expenses, the challenges involved, and best practices to ensure seamless coordination among teams. We'll also discuss the importance of avoiding overlapping funding and maintaining audit readiness. So, whether you're a nonprofit CFO or simply curious about the intricacies of managing restricted funding, this episode will provide you with valuable insights. Key takeaways:Importance of effectively tracking and reporting restricted funding.Key steps: Create classes, tag expenses, coordinate with multiple teams, and maintain clear communication.Avoiding overlapping funding and ensuring transparency.Audit readiness and the significance of the TRNA schedule.Send your question to #AskaCFOSign up for the free starter membership below for access to free resources and financial tools which are created to support you at every step of your journey.Click HEREConnect with us: LinkedInTwitterYoutubeWebsite

Welcome to another episode of the Ask a CFO podcast. I'm James Vanreusel, founder and CEO of Vanreusel Ventures.In this episode, we will address a common question that arises for startups and nonprofits: How can I extend my runway without dilution or raising another round of funding?Key takeaways:Extending the runway requires a strategic approach tailored to each organization's unique situation.Increasing sales, optimizing expenses, and exploring debt options are key considerations.Listen to Scale By Numbers' episodes featuring experts in funding and debt services for more detailed insights.Send your questions to #AskaCFO. Sign up for the free starter membership below for access to free resources and financial tools which are created to support you at every step of your journey.Click HEREConnect with us LinkedInTwitterYoutubeWebsite

Welcome to another episode of the #AskaCFO podcast. In this episode, James Vanreusel, CEO and founder of Vanreusel Ventures, explores the topic of treasury management and provides insights into the current state of the banking industry.Key takeaways:The banking industry's current challenges: acquisitions, higher interest rates, and lower deposits.The importance of diversifying banking relationships for operational purposes.Bank selection considerations based on company size and needs.Understanding the distinction between the bank's balance sheet and the investment management area for enhanced security.Banner ASK A CFO: https://docs.google.com/document/d/1jyg5YYm9nsW2VbHM4OAwy3OluXXpU81ql90YBDEJY2o/edit#+ link do form - https://forms.gle/77q27UA74aKVsuic6Sign up for the free starter membership below for access to free resources and financial tools which are created to support you at every step of your journey.Click HEREConnect with us LinkedIn:https://www.linkedin.com/in/jamesvanreusel/Twitter:https://twitter.com/JamesVanreuselYoutube:https://youtube.com/playlist?list=PL7-6z47BPMnY9eJn0gCha6gv1WtquitMmWebsite: www.vanreuselventures.com

Learn the #1 Key to Creating a Thriving BusinessEpisode 22: How to Cut Administrative costs in your Start-Up The #AskaCFO series is a weekly Q & A with CFO James Vanreusel, CE and Founder of Vanreusel Ventures.  In this series James answers questions ranging from  corporate finance,  FP& A, Investor Relations, Professional Development, Business Growth, Fundraising, M& A, and more.One of the most important things to remember when running a start up with limited resources, is that every expense is on the chopping block every month.  As we all know we live in the world of subscriptions and it is very easy to let them get out of control. If you want to keep expenses flat, to maximize profitability, you want to take some of the money from elsewhere, to invest in areas that are really going to help you as you scale. To do this, you need to go through your p&l, your chart of accounts, even all the all the operating expenses.   When costs are high and revenue is uncertain you should sit down each month, and look at every single expense and ask yourself three very important questions:1. Is this expense necessary to function as a business.2. Is it doing its job? Is it helping you grow?3. Can I get it cheaper?

Ask a CFO Weekly Q & A SeriesLearn 5  Business Growth StrategiesEpisode 20: How can a CFO help a For Profit after a Series A or B round of funding?The #AskaCFO series is a weekly Q & A with CFO James Vanreusel.  James answers questions ranging from  corporate finance,  FP& A, Investor Relations, Professional Development, Business Growth, Fundraising, M& A, and moreCFOs are a thinking partner to the CEO. I have said it multiple times. When you are dealing with fundraising of any kind, you must have support in your back pocket to assist with your financial functionality. Ideally, you want to start getting help from a CFO at least six months before your fundraising efforts, BUT most times, it's better late than never. Investors need complete visibility and 100% of the CEO's time. If you do not have your due diligence in order, your numbers straight, your finance team is working together as one....you will find yourself with friction that is strong enough to slow your growth momentum.  A CFO can help growing companies professionalize their financial structure in anticipation of explosive growth and fundraising (Series A or Series B). Many times at this stage, you may not be able to afford an entire finance team, but perhaps you have an accountant. That's great! But they cannot do it alone, and they do not replace a CFO. A CFO will ensure that your finance infrastructure is upgraded and ready for the hard questions that investors will ask. They focus on the behind-the-scenes strategy, help fix what is broken, and ensure that your financial processes are in top condition.  Raising your first round of funding is a pivotal point in your growing for-profit business, and you must have the expertise and mentorship available to you for optimized growth. A CFO and a Finance team will jump in and develop an advanced level of financial planning and reporting that will help you secure your future much faster as a team.  P.S ASK A CFO was recently listed as #3 on the  “Top 15 Corporate Finance Podcasts To Follow in 2021 (feedspot.com)” Thank you to feedspot.com for helping us make that happen, and to everyone who supported our show.  

Ask a CFO Weekly Q & A SeriesLearn 5  Business Growth StrategiesEpisode 19: The First 90 days of a CFO during a new engagementThe #AskaCFO series is a weekly Q & A with CFO James Vanreusel.  James answers questions ranging from  corporate finance,  FP& A, Investor Relations, Professional Development, Business Growth, Fundraising, M& A, and moreVanreusel Ventures helps young companies invest early in the financial infrastructure that will enable them to scale efficiently.Start-ups are scrappy. Rightfully so because that “whatever it takes” attitude is crucial to success. In this business stage, it is easy to overlook the importance of establishing internal financial discipline from the get-go. Or maybe it just seems impossible since hiring your own CFO is currently out of reach.Either way, when you don’t prioritize financial discipline, you are limiting your growth potential.What if you could keep the start-up attitude but adopt the financial practices of a much larger, well-oiled company?What if you could bring in business without every new client or project wreaking havoc on your internal operations?We have developed a due diligence process to quickly assess how well a company sets itself up for future growth, so that we can make the most out of our first 90 days with you.  As soon as we engage with a new client, we move fast.  We take that assessment and use it to inform CEOs of any operational pitfalls and the best ways to address them. It will give you the financial awareness essential to launching growth effectively.We tackle the big rocks, the items that are holding back growth and focus hard on them.  Creating momentum is key.   P.S ASK A CFO was recently listed as #3 on the  "Top 15 Corporate Finance Podcasts To Follow in 2021 (feedspot.com)" Thank you to feedspot.com for helping us make that happen, and to everyone who supported our show.  

Learn 5  Business Growth StrategiesEpisode 18: CFO’s are a thinking partner to a CFO–not an accountant.The #AskaCFO series is a weekly Q & A with CFO James Vanreusel.  James answers questions ranging from  corporate finance,  FP& A, Investor Relations, Professional Development, Business Growth, Fundraising, M& A, and moreJust like in other parts of a business (Marketing, Sales, People Ops), each department has someone “in charge.” Someone asking the tough questions, making the hard decision, approving changes, and mitigating risks. When a finance department of a growing business doesn’t have someone protecting the financial health of the company, the business will struggle to grow.  CFO’s act as the head of the Finance and Accounting department. They will fully understand the principles of accounting and bookkeeping but are not accountants. The CFO is the one who focuses on the big picture items, the big deals, M & A, fraud risk management, fundraising, strategic hiring, audits, and more.  CFO’s act as a thinking partner to the CEO, the head of the Finance department, a mentor to the team, quarterback and guardian. They will guide the finance team through the gears, keep a tight reign on all finance functions, move the company toward financial growth, and support the CEO through massive business decisions.An excellent accounting team is crucial but does not take the place of a CFO, and a CFO does not take the place of an accounting team.P.S ASK A CFO was recently listed as #3 on the  "Top 15 Corporate Finance Podcasts To Follow in 2021 (feedspot.com)" Thank you to feedspot.com for helping us make that happen, and to everyone who supported our show.   

Learn 5  Business Growth StrategiesIn Episode 15 of #ASKaCFO James Vanreusel of Vanreusel Ventures discusses his experience with the audit process for both for-profit and non-profit companies in the health and tech sectors.  Audits are complex and intricate.  At times, they can seem like a looming task, but the purpose of an audit is not to create extra work for your Finance Team.  Ultimately, in the end with a positive result, it can make your company more profitable, and attractive to investors and stakeholders.During an audit, part of my job as a CFO is to keep an open mind and maintain a close repour with auditors to ensure the process is completed smoothly without major issues.  I talk about due diligence a lot and for a reason.  The more prepared you are the better your audit will go.  Having your ducks in a row before an audit will save your finance team countless hours and is sure to minimize issues and potential flags. No audit is the same, and every audit firm has different requirements. You must be prepared for anything.The #AskaCFO series is a weekly Q & A with CFO James Vanreusel.  James answers questions ranging from corporate finance,  FP& A, Investor Relations, Professional Development, Business Growth, Fundraising, M& A, and more.  If you have any questions you would like James to discuss please submit them directly to [email protected]

Learn 5  Business Growth StrategiesThe #AskaCFO series is a weekly Q & A with CFO James Vanreusel.  James answers questions ranging from  corporate finance,  FP& A, Investor Relations, Professional Development, Business Growth, Fundraising, M& A and moreIn Episode 12 of #ASKaCFO James Vanreusel of Vanreusel Ventures discusses the topic how a young non profit organization can begin their due diligence and begin to raise money. Due to the lack of resources, young non profits have not invested the time needed to create a strong team, and structured systems.  In any given year, we see a cash crunch, and a large amount disappears from the books. Most importantly, management misses the opportunity to demonstrate to key stakeholders – donors, implementing partners and government – what is the cost to achieve real impact.  Getting your ducks in a row before you attempt to raise funds  and investing the time and money in due diligence processes and will catapult your business past the obstacles of raising funds, and quickly move your company forward to the next stage. We have resources that can help:At Vanreusel Ventures, we have developed a due diligence process that helps us understand how well an organization is doing, how investable it is, and at the same time inform CEOs of our operational concerns. We have increasingly seen a correlation between dysfunctional governance and bad financial Performance.Our goal is to create a service that can persuade young organizations to invest early in the systems that will help them scale and compile evidence of the cost effectiveness of their interventions.  We have created a 3-month accelerator system that will launch you forward and past the obstacles holding you back from raising money fast. Scale by Numbers – Vanreusel Ventures

Learn the #1 Key to Creating a Thriving BusinessIn Episode 2 of #ASKaCFO James Vanreusel discusses more corporate finance questions. This week the subject is Audits.  James answers how to prepare for an audit, what to expect and how it can positively affect your business. Vanreusel Ventures supports and guides our clients through the audit process and everything that comes along with it: Prep, expectation and completion. Whether it is a companies first audit, or not everyone needs a strong finance team to guide them through it. As the CFO and Finance department for our clients we walk them through ever step and are guardians for them.