As an entrepreneur, enjoying a peaceful night's sleep can often seem like a rare luxury. The primary culprit behind these sleepless nights typically revolves around cash flow concerns. Questions such as "Will I have sufficient funds to meet payroll?" and "Do I possess the necessary capital for business expansion?" are common anxieties among our clients. So, how much cash is truly adequate? Our response is grounded in data analysis. After scrutinizing the cash flow cycles of n

Let's dive into the world of marketing. For many businesses, it's parallel to rocket fuel, propelling them to remarkable heights. Yet, for some, it remains an elusive black hole, seemingly absorbing resources without visible returns. At Simple Numbers, our experience spans both of these scenarios.   It's important to note that while we're not marketing experts, our primary focus lies in enhancing business profitability. Naturally, this intersects with marketing, making it a f

At CRI Simple Numbers, we honor traditional accounting practices and enhance them with innovative methods. Our goal? To keep your finances in check and propel your business forward with strategic insights and tailor-made solutions. Here is what makes us different in the financial services world: Data-Driven Strategies: We utilize a rich database of business intelligence to formulate financial strategies that are both innovative and practical. We set new standards in the indus

Entrepreneurs often contemplate initiating a second venture post-exit from their primary business. A common stipulation is to run a business that does not require managing employees or clients—a rather humorous expectation considering that employees are fundamental to any business' success. As such, questions about effective methods for reviewing compensation frequently arise. In this article, we focus on why businesses should reconsider adopting the traditional Cost of Livin

One of the most common areas of feedback we receive from clients comes from our Simple Numbers P&L view. Traditional financial reporting has so many lines and accounts that the reader will go cross-eyed! In developing our view of the P&L, we had a couple of objectives in mind. The first was to keep the most critical and actionable data visible. This would include gross margin, direct labor, management labor, and operating income. We then attacked the remainder of the P&L by b

We are all overloaded. No one has the capacity. We are running around with our hair on fire. Essential things are slipping through the cracks. Our sales team is booked for weeks. There simply isn’t enough time in the day! Sounds like a list of good problems to have! Not really, especially when this is the case, and there is little to no profit to show for it. So where is the issue? If we are all so busy, then shouldn’t we be profitable? One of the most common reasons for this

At Simple Numbers, we consult with several hundred small business clients at any given time. We are asked many questions, from hiring to firing, capital, investment, labor efficiency, etc. Let’s focus on hiring for a moment regarding businesses looking to scale, as there are typically two approaches to adding the next person or persons to the payroll. To examine both methods, let’s start with the corresponding hiring questions: I have so much work coming in; how much labor sh

A significant pain point for clients in the $1-$5 million range is transitioning the owner from a do-it-all machine to a targeted role solely focused on scaling the company. The need for capital, stressed resources, and availability make this extremely difficult for many of our clients. For the most part, the owner has always been the primary driver of sales in the organization. Let’s face it: no one can sell like the owner can (in most cases!). Like clockwork, the answer to