It has been said that to become an expert in a given field you need 10,000 hours of experience. Our resources have a minimum of 50,000 hours of CFO experience! We have “been there – done that” many times over with most finance, operational and leadership challenges. Put our 50,000+ hours of experience to work for you!

Please refer to our CFO Services to review specific areas of expertise.

At Wentworth Financial Partners, we believe in becoming trusted, strategic business partners with our clients. This holistic CFO partnership is not limited by specific functions, but instead encompasses a multi-faceted approach to help your business reach its goals by effectively utilizing all of our expertise. Whether it be:

• a financial function, such as revenue growth or profitable pricing analysis.
• an operational function, such as improved efficiency or production integration.
• a leadership function, such as handling business functions to free up the owner’s time or cultivating a visionary company focus.
• a marketing function, such as effective online marketing or higher market penetration.
• a human resource function, such as impactful performance management or incentive plan implementation.
• a strategic function, such as expansion/divestiture considerations or succession planning.

We are here to partner with you to provide the leadership and guidance necessary to take your company to new heights!

Great question! All three are skilled in working with numbers and are experts in their chosen fields.However, a top notch CFO is a true, strategic business partner. The CFO works closely with the President/CEO/Owner to help lead the company’s future strategic direction. “Future” and “strategic” are the key differentiating words.

Both Controllers and Tax accountants are focused on what has already happened, or the past. With the Controller, the focus in a given monthly cycle is typically closing the books for the month that has just occurred. For the Tax Accountant, especially at tax time, the focus is on calculating tax implications for the prior year. Both roles focus on history, not on the strategic direction of the company, which is precisely what a CFO does as your strategic business partner.

BY KEN WENTWORTH (AS PUBLISHED ON COLUMBUSCEO.COM)

According to Harvard Business Review, 85-90% of companies that drop into a free fall will never pull out of it. Among the fortunate minority that do, about half will need to fundamentally redefine at least part of their core business in order to save themselves. Those are certainly sobering statistics to consider for any business owner. The question is, how do you swerve around a free fall situation? Oftentimes, a rapid decline can hit your business suddenly, without warning, and from an angle you never previously suspected.

The NY Times stated that 7 of the top 10 reasons small businesses fail are due to a lack of financial leadership. Those shortfalls include:

• Unprofitable business model Poor financial management
• Lack of adequate cash reserves
• Operational mediocrity
• Wasteful/inefficient spending
• Undisciplined expansion
• Dysfunctional management

Here is a sampling of results we have produced with other clients:

• Led a company that had been unprofitable for 8 consecutive years back to sustainable profitability in just 90 days
• Drove efficiency improvements to reduce production lead times by 79% in only 100 days
• Launched and led a project to reduce governmental expenses by $29 million
• Increased profitability and operating efficiencies:
• Improved production per FTE by 152%
• Improved production to cost ratio by 134%
• Exceeded annual production goal by 117%
• Helped improve fund performance by 16% leading to an 11% increase in managed assets
• Developed financial modeling to more accurately project asset valuations and portfolio acquisition bids
• Initiated an asset review project that led to $10 million in expense savings
• Led company to a 21% lower cost structure while increasing business investment
• Implemented strategies to drive 82% improvement in financial forecasting accuracy providing better information for strategic expansion decisions
• Developed a product profitability tool to drive profitable growth
• Spearheaded cost reduction efforts resulting in $970 thousand in annual expense savings
• Created a technology solution for at-risk accounts to significantly reduce losses
• Implemented a profitability program to improve performance of lagging sites
• Drove revenue growth by developing new cross-sell opportunities
• Led company to a 16% cost structure reduction while improving service levels 8%