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 provided a critical ear to hear myself talk.  Our conversations surfaced the issues I needed to deal with.”

    — Steve Hirzel, President, Hirzel Canning Company
  • “Chris installed the platform, discipline, and team that transformed The Andersons railcar start-up into the company’s most profitable business.”

    — John Barrett, Chairman & CEO, Western & Southern Life Insurance Company
  • “Chris was an honest and direct board member.  He encouraged the structural discipline we needed”

    — Mike Nicholson, Senior VP, WeCare Organics
  • “Chris has helped me uncover and shed beliefs and behaviors holding me back as a leader and replacing them with healthy ones that unleash my potential.”

    — Steven Vandenbossche, CFO, The Mannik & Smith Group, Inc.