By: Tracy Reed, CPA

Over the past several weeks the House and the Senate have both introduced tax legislation which is intended to provide small businesses with tax relief and encourage growth.

The Small Business Tax Cut Act (H.R. 9) — written by House Majority Leader Eric Cantor (R-Va. )— would give a 20% deduction to every small business with fewer than 500 employees, but would limit the value of the deduction to 50% of W-2 wages.

Senate Majority Leader Harry Reid (D-NV) introduced the Small Business Jobs and Tax Relief Bill of 2012, a small business growth package that includes a payroll tax incentive to create new jobs and an extension of the current 100% depreciation deduction for new equipment purchases.

House Bill – H.R. 9

The Small Business Tax Cut Act would allow qualified small businesses (those with fewer than 500 employees) to claim a new 20% deduction.

In general, the deduction, which would be similar to the Code Sec. 199 domestic production activities deduction (and would be coordinated with that deduction), would be equal to 20% of the lesser of:

(1)    qualified domestic business income (generally, domestic business gross receipts less cost of goods sold allocable to such receipts, less other expenses, losses or deductions allocable to such receipts); or

(2)    taxable income (without regard to the new deduction) for the tax year.

The new small business deduction couldn’t exceed 50% of the greater of:

(1)   W-2 wages paid to non-owners of the business; or

(2)   W-2 wages paid to non-owner family members of direct owners, plus W-2 wages paid to 10%-or-less direct owners. Certain partners’ distributive shares of partnership items could be treated as W-2 wages for purposes of the new deduction.

For a qualified small business that is a partnership and that so elects, the portion of the entity’s qualified domestic business taxable income for the tax year that is allocable to each qualified service-providing partner would be treated as W-2 wages paid during that tax year to an employee who is a 10%-or-less direct owner.

The domestic business gross receipts of the partnership for the tax year would have to be reduced by any amount treated as W-2 wages under this rule.

Under an amendment in the nature of a substitute to H.R. 9, a qualified service-providing partner would be any partner who is a 10%-or-less direct owner and who materially participates in the trade or business to which the income relates.

Gross receipts and W-2 wages taken into account under the new deduction could not be taken into account for Code Sec. 199 purposes.

The bill, which would apply for the first tax year of the taxpayer beginning after Dec. 31, 2011, does not carry any offsets to pay for the small business deduction.

The White House has previously said that the President would veto the measure if it passes Congress because the Administration believes that “this bill is not an effective way to incentivize small business investment and job creation.”

Senate Bill – SMALL BUSINESS JOBS AND TAX RELIEF ACT OF 2012

The “Small Business Jobs and Tax Relief Act of 2012” would create a tax credit for new payroll added in 2012 through hiring or by increasing wages.

The credit would equal 10% of the excess of wages and compensation paid during calendar year 2012 over what was paid during 2011.

There would be a $5 million maximum increase in eligible wages taken account for the credit, thereby capping the amount of the credit at $500,000.

The “Small Business Jobs and Tax Relief Act of 2012” would also retroactively extend 100% bonus first-year depreciation to apply to qualifying new property bought and placed in service before 2013 (before 2014, for certain aircraft and long-production-period property).

The current law’s option to claim 50% bonus first-year depreciation for qualifying new property bought and placed in service before Jan. 1, 2013 (before Jan. 1, 2014 for certain aircraft and long-production-period property) would be kept in place.

The bill also would expand the election to accelerate AMT credits in lieu of bonus depreciation.

For questions or advice, please contact a BCG&Co. tax advisor.

By: Jason Tuma, Director and Manufacturing/Distribution Practice Leader

It’s now or never.  The ability to find and retain talent is a prominent problem for manufacturing that will not be going away anytime soon. 

According to ManpowerGroup’s 2011 Annual Talent Shortage Survey of nearly 40,000 employers across 39 countries and territories, the overwhelming majority (89 percent) of companies cited a lack of experience, technical skills deficiencies or poor soft skills among available candidates as a bar to employability.

While I have heard many causes to the problem, I rarely hear remarkable potential solutions.  But the tide may be turning, as attention to the issue reaches a critical level for survival.

This reality was made apparent at the recent Metalforming Executive Roundtable hosted by Precision Metalforming Association (PMA).  In attendance were about 25 business owners and other industry leaders.  The meeting was held to discuss top issues facing the industry.  But the discussion was overwhelmingly dominated by the quandary “how to find qualified new talent.” 

Finding Qualified New Talent
Businesses are taking a wide variety of approaches to battle this problem.  Some of the approaches include:

Tech Centers
Aligning your business with tech centers, such as Max S. Hayes High School or Lakeland Community College, for example, can position your company to develop relationships with up-and-coming talent to hire upon graduation.  This can be done through scholarship programs or internship programs. 

One executive pointed out that they are beginning to work with kids as early as middle school age.  Evidence shows that the earlier you introduce them to the possibility of manufacturing as an exciting career, the greater chance they will choose that path as a profession.

Temp-to-Hire
There seemed to be some varying opinions on whether this approach was worthwhile.  The upside to this approach is that it gives companies the benefit of a ‘trial run’ with potential employees to see if they can be trained, are reliable, and fit into your culture.  But, as some pointed out, they have suffered far more disappointments than successes using this approach.  It appears the relationship with the temp agency is vital in assuring you get higher level candidates.

Military Veterans
With the ongoing troop withdrawal from Afghanistan and other parts of the world, the list of veterans re-entering the workforce will certainly increase over the next couple years.  These veterans have been trained in a wide variety of skills in the military that may transition into your business.  Even if there is not a direct transition, the veterans certainly have the discipline it takes to learn.  Several companies have had success in this route, and cited various organizations they work with to find veterans looking for work, including Warriors To Work, Veteran Service Commission, or the County Veterans Association specific to area.

Training from Within
Many companies realize that, in today’s workforce environment, they will not be able to hire the exact person and qualifications they are seeking.  Therefore, they are looking instead to hire ‘character people’ that they feel they can train.  In order for this approach to work, they need to develop an efficient, cost-effective way to train potential candidates from within. 

As the industry deals with an aging workforce, the problem of finding skilled workers is only going to continue or worsen.  Finding a solution that makes sense for your business is the key.  To do this, companies must evaluate and ascertain the hidden potential in the current and future workforce.

“Treat a man as he is, and he will remain as he is. Treat a man as he could be, and he will become what he should be.”
- Ralph Waldo Emerson

CRM Systems Are Growing in Demand for Manufacturing/Distributing Companies

By: Jeff Schreffler, BCG Systems

Typically, when you think about CRM (Customer Relationship Management) software, the first thing that comes to mind is Sales & Marketing.  The ability to manage the sales pipeline, schedule tasks and appointments, and keep detailed notes are all features of the sales area within a CRM system.  Marketing adds the capability to generate targeted marketing lists and detailed campaigns, and the ability to track the success of those campaigns.

For Manufacturers and Distributors, those features can certainly benefit the organization, but there are other capabilities that a typical CRM system can offer a manufacturer.

Let’s take customer support, for example…and the ability to utilize CRM for tracking issues, cases, and workflow.

• 86% of consumers quit doing business with a company because of a bad customer experience.
  Source: Harris Interactive, Customer Experience Impact Report

• A dissatisfied consumer will tell between 9 and 15 people about their experience. About 13% of dissatisfied customers tell more than 20 people.
  Source: White House Office of Consumer Affairs, Washington, DC

• Happy customers who get their issue resolved tell about 4 to 6 people about their experience.
  Source: White House Office of Consumer Affairs, Washington, DC

Tracking Customer Support Issues

Typically, CRM systems provide the ability to track customer support issues known as cases or support tickets.  If a customer has an issue with a product or service, that issue can be logged into the system in an area known as cases.  The case can be setup to track certain types of issues and workflow can be enabled that will route the case to the appropriate individual based on the type of case that it is.  If the case is not resolved within a set period of time, the case can be escalated to the attention of management to help in the resolution of the case.  This attention to detail can help your organization provide better customer service to your customers.

Enhancing Quality Processes

We have seen manufacturers use the support entity within CRM to enhance their Quality process.  If production notices a defect within a part, a new support ticket is created to track the resolution of that defect.  If a customer receives a shipped product that does not meet specifications, a corrective action can be entered as a support case that has a pre-defined workflow established to handle the issue.

Tracking Product Development and R&D Costs

We have also seen manufacturers use CRM to track costs associated with product development or R&D.  Projects can be setup within a CRM system to track all costs associated with the development of new products.  Engineers can track their time against a certain job and use various tools within the system to help plan out a project from a resource perspective.  This information can help companies submit data for R&D tax credits.

These are just a few examples of how a customer relationship management system can help manufacturers and distributors.

If you would like to learn more about how a CRM system can help your organization, please call us at 800.968.6661.

By: Maria Liossis, CPA

There was much ambiguity in the regulations on when an item should be capitalized or expensed. Well, good news – the IRS has finally expanded these regulations to provide support to taxpayers. Code Sections 162(a) and 263(a) have been clarified and expanded to help taxpayers apply these standards. These regulations became effective January 1, 2012.

Who is impacted?

Basically – everyone. Anyone who acquires, produces, or improves tangible property is affected by these regulations.

What are the key points of the revisions?

• Modify rules on how to determine if the expenditure is related to improving a building and if the expenditure relates to a major component or structural part of a property.
• Definition of materials and supplies is expanded and an alternative optional method of accounting related to rotable and temporary spare parts is created. Implements an election, de minimis rule, for taxpayers to capitalize certain materials and supplies.
• Amounts paid to repair and maintain tangible property may be deducted as long as they are not required to be capitalized per any other Code section or regulations.
• Changes the rules regarding capitalization related to rentals and lease property. Now the lessee or lessor is required to depreciate these under the Code section applicable to improvements regardless of the term of the lease. The lessor or lessee is no longer allowed to amortize these over the shorter estimated useful life or term of the lease.
• Refines the de minimis rule that allows a deduction for amounts paid for tangible property if the taxpayer meets certain requirements, and also it creates a ceiling that limits the total expense deductible under this rule.
• Provides a capitalization safe harbor for costs paid for routine maintenance activities. The safe harbor is not applicable to buildings.
• Repair-type expenses made to real or personal property before it is placed in service must be capitalized.

These changes are quite in depth, and the above presents a high-level view of what has changed. Please contact your BCG&Co. Tax Advisor if you have any questions on applying these new regulations.

Securing Your Sustainability

By: Ray Lampner, CPA, ABV, CVA, CFF; Director of Entrepreneurial Services

The last couple of years have been very trying times for businesses in the manufacturing industry.  Many business owners have spent the bulk of their time keeping the business operating and finding ways to stay in the black.

And while the struggle has been to keep your business operational through planning and strategy, finances, operations, and sales and marketing efforts, generating ‘sustainability’ is the key to starting off to a strong year ahead.  For this reason, it is important that you take time to review your personal and corporate goals as a business owner.

Now that 2011 is behind us – and its string of natural and financial disasters in its wake – economists are somewhat surprised, yet positive, about the growth they are seeing in U.S. manufacturing.

According to Steve Minter of Industry Week, “most U.S. manufacturers are bullish about 2012 despite lingering economic problems.”   With an expectation that growth, though modest, will continue, this is the ideal time to perform a year-end business review.

Evaluating business strategies, successes and weaknesses will keep you sharp and help avoid missing opportunities. [Bud Kulesza, CFO.com, December 2011]

A year-end review will allow you to track your personal goals relating to succession planning, financial independence and legacy planning.

Items that should be reviewed during the evaluation process:

Corporate:

• Tax strategies
• Value of business
• Financial projections of business
• Strategies for growth
• Banking considerations
• Succession planning
• Review qualified retirement plans
• Insurance review

Legal:

• Update corporate documents
• Review buy/sell agreements and determine if properly funded
• Lease agreements
• Employment agreements

Individual:

• Personal financial plan review
• Insurance review
• Estate planning review
• Exit planning considerations

It is common for owners to have several separate meetings with the parties mentioned above.  We suggest that the business have a once a year meeting that includes all of your key people.

Implementing an annual review and educating all of your key advisors will be beneficial for the following reasons:

• Increased uniformity of suggestions by advisors
• Updates to original plans as necessary
• Provides status of obtaining goals
• Prevents uncertainty in an unexpected business transition
• Provides direction for corporate and personal goals
• Communicates of succession plans to the business, family and advisors

During these meetings it is important to be open and honest and include your advisory team.  This may include your accountant, attorney and financial advisor.  During certain parts of the year-end review, it would also be beneficial to include key members of management, as well as certain family members.

Hopefully your business is showing signs of stabilizing and you are able to consider implementing a year-end review process.  The key is to keep it manageable when you plan out your strategy and new initiatives for the coming year.

By: Jeremy Michael, CPA

Manufacturers More Optimistic in 2012

I recently attended the Precision Metalforming Association (PMA) annual ‘Benchmarking, Best-in-Class and Profitability’ meeting for the Cleveland District (held on January 10, 2012) and thought I would share some interesting information on the state of manufacturing in 2011, as well as what to expect in 2012.

For those of you not familiar with PMA, they are a national trade association headquartered in Cleveland, Ohio, comprised of nearly 1,000 members representing approximately $113 billion dollars worth of precision metal manufacturing companies in North America. On an annual basis, PMA conducts a membership survey focused on areas of management, quality and productivity which is then compiled into a benchmarking report.

Before I jump into a few of the key benchmarking results, I wanted to share with you a thought-provoking polling question asked of the audience at the start of the meeting. The audience, comprised of key members of management within local manufacturers, along with service providers specializing in manufacturing, was asked to introduce themselves and explain their business’ expectation for 2012 sales.

2012 Expectations

What was the overwhelming answer?  2012 will be the same or slightly higher than 2011. The same group also indicated that they currently expect to hire skilled employees during the year. To me, this indicates a positive sign and signals that the manufacturing industry is continuing on its slow growth recovery trend in northeast Ohio.

‘Business Conditions Report’ Outlook

PMA also publishes a monthly “Business Conditions Report” reflecting the opinions of about 132 PMA members, and it has also indicated a positive outlook for 2012.

• The report for January 2012 indicates that the outlook for the next three months is expected to increase for 41% of the members and remain the same for 54% of the members.
• Those members also responded that compared to three months ago, January 2012’s average shipping levels are expected to increase for 30% of the members and be similar for 48% of the members.
• They also noted their expected incoming orders over the next three months will increase for 51% of the members and be similar for 40% of the members.

Some highlights from the benchmarking data for 2011 compared to 2010 indicate that:

• EBIT (earnings before interest and taxes) is up 6%;
• EBITDA (earnings before interest, taxes, deprecations and amortization) is up 9%;
• Raw materials turnover increased to 13.41 from 10.66;
• Accounts receivable turnover increased to 8.47 from 7.46;
• Employee turnover dropped from 22 to 14.6;
• Average gross sales per employee increased to roughly $211,000 from $182,000; and
• The value added per employee (excludes materials and outside processing costs from gross sales) also increased to roughly $106,000 from $95,000.

Certainly all good signs for manufacturers going forward!

By: Tracy M. Fitzpatrick, CPA

Director of Taxation

The following is a summary of the most important tax developments that have occurred in the past three months (Fourth Quarter 2011).

Payroll tax cut temporarily extended.

The Temporary Payroll Tax Cut Continuation Act of 2011 was enacted late last year. It temporarily extends the two percentage point payroll tax cut for employees, continuing the reduction of their Social Security tax withholding rate from 6.2% to 4.2% of wages paid through Feb. 29, 2012. Shortly after its passage, the IRS instructed employers to implement the new payroll tax rate as soon as possible in 2012 but not later than Jan. 31, 2012.

The law also includes a “recapture” provision, which applies only to those employees who receive more than $18,350 in wages during the two-month period (i.e., two-twelfths of the 2012 wage base of $110,100). This provision imposes an additional income tax on these higher-income employees in an amount equal to 2% of the amount of wages they receive during the two-month period in excess of $18,350 (and not greater than $110,100). Congress is going to try to negotiate a deal to extend the payroll tax cut for all of 2012. If a deal is struck to extend it for the full year, the recapture provision for employees would not apply.

Credit for hiring veterans extended and enhanced.

A law enacted last November extended and enhanced a credit for hiring qualified veterans. Before the law was passed, the credit would have been available only if the qualified veteran were hired before Jan. 1, 2012, and only certain veterans were considered qualified veterans.

The new law extends the credit for hiring qualified veterans, adds two new classes of veterans who are considered qualified veterans, increases the credit for hiring certain qualified veterans, “fast-tracks” the process for certifying that an individual is a qualified veteran, and provides tax-exempt employers with a credit against payroll tax for hiring qualified veterans. The credit amount varies depending on a number of factors. It can be as high as $9,600 for hiring a qualified disabled veteran. For an employer to qualify for the credit, the qualified veteran must begin work for the employer before Jan. 1, 2013 and other requirements must be met.

New rules for deducting or capitalizing tangible property costs.

The IRS has issued new regulations for determining whether amounts paid to acquire, produce, or improve tangible property may be currently deducted as business expenses or must be capitalized.

The regulations will affect virtually all taxpayers that acquire, produce, or improve tangible property. They are comprehensive, voluminous and virtually rewrite the rules in this area.

For example, they provide detailed definitions of “materials and supplies” and “rotable and temporary spare parts” and prescribe new rules and elective de minimis and optional methods for handling their cost. They also have rules for differentiating between deductible repairs and capitalizable improvements, among many other items.

The regulations generally are effective in tax years beginning after Dec. 31, 2011. However, to add to their complexity, some of the new rules in the regulations do not supersede prior IRS guidance.

New foreign asset reporting guidance and form.

The IRS issued detailed guidance on the new law requiring individuals with an interest in a “specified foreign financial asset” during the tax year to attach a disclosure statement to their income tax return for any year in which the aggregate value of all such assets is greater than $50,000 (or a dollar amount higher than $50,000 as the IRS may prescribe).

In addition, the IRS issued Form 8938 (Statement of Specified Foreign Financial Assets), which individual taxpayers will use starting in the 2012 tax filing season to report specified foreign financial assets for tax year 2011.

The guidance consists of detailed temporary regulations. They define terms that apply for purposes of the reporting requirement; provide rules to determine if a specified individual must file a Form 8938 with their annual return; define what are specified foreign financial assets; detail what information needs to be reported; provide guidelines for valuing specified foreign financial assets; list exceptions to the reporting requirements; and describe the penalties that apply for failure to comply with the reporting requirements.

Standard mileage rates flat or lower.

The optional mileage allowance for owned or leased autos (including vans, pickups or panel trucks) is 55.5¢ per each business mile traveled after 2011. For 2011, it was 55.5¢ for miles driven after June 30 and 51¢ per mile for miles driven before July 1. Further, the 2012 rate for using a car to get medical care or in connection with a move that qualifies for the moving expense deduction is 23¢ per mile.

For 2011, it was 23.5¢ for miles driven after June 30 and 19¢ per mile for miles driven before July 1st.

Withholding requirement for government contractors repealed.

A law enacted in 2005 was to have required the Federal government and the government of every state, political subdivision of a state, and instrumentality of a state or state subdivision (including multi-state agencies) making certain payments to a person providing any property or services (e.g., payments to a government contractor) to deduct and withhold 3% from that payment. Although the withholding requirement was originally set to apply to payments made after 2010, it was subsequently deferred to apply to payments made after 2012. A law enacted in November 2011 repealed the government contractor withholding requirement.

As always, if you need any clarification or further information regarding these developments, please contact a BCG&Co. advisor.

By: Jason Tuma, CPA

Reaction to Warren Buffett’s $10.7 billion investment in IBM Corp. in 2011 was largely surprise that he was finally investing in a technology stock.

Here’s the truth about Buffett’s investment: It is entirely within his conservative character because IBM is not a “technology” company as defined by market analysts. It’s as much an old-economy stalwart as U.S. Steel and J.P. Morgan Chase.

Yes, IBM no longer makes personal computers, but this is because Sam Palmisano recognized years ago that IBM’s value proposition to customers was shifting from products to knowledge — knowledge accumulated over more than a century of serving other businesses. It’s because of this decision that IBM has virtually no direct competitors today. Lots of companies provide the types of services and products that IBM does; but none does it to the global penetration and cross-sector reach that IBM can, and probably no company ever will. Consider what happened to former Hewlett-Packard CEO Leo Apotheker when he tried to position that company to move away from products and more toward service — in other words, become an interloper in IBM’s sandbox.

IBM still manufactures commercial-grade hardware, but even this unit is driven by the company’s vast stockpile of knowledge. The message for other manufacturers is this: IBM’s game is innovation, and it has proven that combining product innovation with innovate delivery of knowledge and service can be an unbeatable combination.

This unique position did not come without pain, however. IBM’s decision to sell its ThinkPad business to a Chinese company in 2005 drew sharp criticism, but obviously, it was the right move.

In fact, part of mastering the innovation game is understanding the value of the knowledge your company possesses today versus tomorrow. At one time, IBM had a leadership position in laptops, but Palmisano recognized that the value of that knowledge was shrinking. Instead of letting that product die a slow and profit-sucking death, the CEO cut the cord quickly and concentrated on areas where the company’s knowledge was rising in value.

Many other types of companies have done the same thing. For example, metal-forming companies have readjusted their product mixes since the 1990s to sell more to growing industries, such as energy exploration. They took their knowledge of making tubes and other parts for consumer and industrial goods and applied it to newly developed energy equipment when domestic demand dropped in their traditional markets. Similarly, some textile producers in United States didn’t shut their doors when the clothing industry essentially left the country three decades ago; instead, they started making textiles for medical and industrial applications. In both of these instances, manufacturers replaced products that could be made cheaper overseas with products that require more knowledge, skills and customer collaboration.

As for innovative service, some manufacturers have found that by providing shorter lead times for smaller quantities of specialized products, they can beat overseas competition because these producers have much longer lead times and will ship only in larger quantities. Responsiveness and flexibility can beat cheap labor.

Buffett has said he doesn’t invest in products/services that he doesn’t understand. One can see why IBM’s offerings make sense to the world’s most levelheaded investor: They give the marketplace what it wants, and when circumstances change, they adjust without delay. That’s a strategy any manufacturer can benefit from.

By: Rick Kavenagh, CPA

Business owners wear many hats, especially if you’re an owner of a small- to medium-sized business.  As the business evolves, many owners begin delegating responsibilities that they once handled.  However, one of the responsibilities that many owners are still finding themselves in charge of is that of the finances of the company.

For many, this is a painful task—it takes away from your time in the operations of the company and might be something that you just simply do not want to do.   You may not have the proper tools to handle this responsibility and the “unknowns” are what keep you up at night.  Plus, if your company’s complexity, size and revenue, or financial pace (either downward or upward) begin to change, financial strategy could be vital.  In the manufacturers’ arena, things can be even tougher when pricing, inventory controls and shipping issues come into play.

So there comes a point in time when the financial responsibility of the company needs to be the responsibility of someone other than the owner, specifically the Chief Financial Officer (CFO).  Would you be able to recognize when that time has come for your company?

Financial Overload – When You’re In Over Your Head

Here are seven warning signs to help you decide when to delegate financial responsibilities:

1.       You find yourself wearing the hat of a financial analyst, an operations manager, a marketing coordinator, and a CEO.  Too many hats!!

2.      You’re worried that you may be missing important financial policy changes that could have an adverse effect on your company and its shareholders.

3.      You feel that the relationships between your company, banker, bonding agent and attorney are not being managed as efficiently and effectively as they should be.

4.      You stress about whether you’re making the right financial decisions.  Worse yet, is your company protected from any poor financial decisions that you may make?

5.      Your current in-house accountant is competent at accounting but lacks the expertise to be able to give you strategic business planning advice.

6.      You wish that you could have someone on board that has the financial experience that could help steer your company down the path of growth and success.

7.      You realize that you alone cannot foster and drive change throughout the organization.

The Affordable, As-Needed Solution

If you can relate to any one of the warning signs, you’re not alone.  Many smaller to mid-size companies find that they need the expertise a CFO can provide, however, the cost of full-time employment just doesn’t fit into the budget

But companies in this scenario can engage the services of a CFO on an as-needed basis by utilizing a resource called ‘CFO On-Call.’ These CFO On-Call services are growing in popularity for owners of small- and medium-size companies, due to the fact that they generally take financial burdens and limitations away from the CEO.

As the leader of your business, it can be lonely at times and often the CFO Service is best utilized as your unofficial board of directors:  bringing a different perspective on planning for future growth and profits.

Finding a ‘CFO On-Call’ Resource

According to BusinessWeek magazine, when choosing a CFO On-Call, seek:

• a resource who can offer a comprehensive blend of financial services that accomplish your daily accounting needs, while working towards a corporate financial goal and mission.
• an organization or firm with experience within your industry.
• highly specialized, highly organized financial specialists with proven experience.

BCG&Co. Offers CFO On-Call Services

BCG & Company provides ‘CFO On-Call’ services based upon your needs – whether it’s assisting with cash flow management, developing accounting policies and procedures or simply helping you close the month, the BCG CFO Services could be the perfect business partner solution.

With a dedicated team of business advisors that possess in-depth financial experience, BCG&Co.’s CFO On-Call services could be the ideal fit for you.  We have assisted our manufacturing clients in the areas of costing systems, pricing studies and segment reporting, to name a few.  We are the business partner, financial resource, and affordable solution that will help you attain your goals.

Contact a BCG&Co. business advisor to discuss CFO On-Call services – BCG CFO – and the implementation process in greater detail: BCG&Co. Business Advisors.