Do You Have a Numbers Person?

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You have a controller, CFO, or both.  Each requires specialized training and education.  In my experience, the titles distract from the true demands of the job.  What I want is a Numbers Person.

What makes for a Numbers Person?

  1. A broad and deep understanding of the business at the operating level.
  2. In touch with the handful of people who really know the numbers at the operating level that define the complete business model.
  3. Can put simple formats together in numbers form to show how you’re doing in the key success areas that drive the business.
  4. Most important, having the presence, communication skillset, and courage to call out the problems and opportunities, and hold people accountable to tackle them.

Many can reconcile numbers and discuss financial statements, but finding the person described above is much more difficult.  When I’ve discovered a great one and made the changes to get them into the position, my return on time invested has been outstanding.

You’re flying blind if you don’t have a numbers person.

WHAT CLIENTS ARE SAYING

  • “With Chris’s guidance, I’ve grown my business and become a better person.”

    — Neal Golding, President, JellyFish RAS
  • “Chris played the pivotal support role to me in our clean exit from an incompatible distribution business.”

    — Drew Milligan, Chairman & Co-Founder, Bionix Development Corporation
  • “Chris offered a keen ear to help me clarify my thoughts and surface viable alternatives I would have missed.”

    — Andrea Bhatt, Former EVP, General American Chemical
  • “Chris is a skilled trouble-shooter with the hard leadership skills required to help management teams fix their problems and maximize their results.”

    — David Nichols, Retired President & CEO Rich’s Lazarus Goldsmith’s Macy’s Division of Federated Department Stores, Inc.
  • “Chris simplifies and articulates complex problems and provokes unique remedies.”

    — Sam Gianino, Director, Waterford Bancorp