The past several years have seen a growth in outsourcing and an increase in the number of consultants of varying types. The bad economy has spurred the growth of entrepreneurship as people realize that jobs just aren’t there and start their own businesses instead. The government and many companies see outsourcing as way to reduce overhead costs and purchase services as needed.The interesting thing is that there is no certifying body or job qualification to becoming a consultant. You’re a consultant if you say you are and if someone is willing to pay you for your services.So with all the money being spent on consultants, it begs the question, “Are they really worth it?”Contractor or Consultant?An educated consumer is my best salesperson. However, many people don’t really know what they are buying when they hire a consultant. I personally make a distinction between contracting and consulting.Contracting involves the performance of a specific task and is characterized by an emphasis on deliverables and hourly rates. For example, the contractor may be asked to develop a specific plan or report or provide training. While there are exceptions, most of this type of work involves tasks that are well within the capability of the client organization. In essence, the contractor is doing work that the client could be doing but cannot do because of lack of time or resources.The problem with contracting work is that it is focused on a predetermined deliverable. Further, the deliverable can usually be developed by any competent contractor. This means that the contractor has very little latitude for creativity and hence must compete on the basis of price rather than expertise.Consulting is something quite different. As a consultant, my goal is to improve my client’s condition. My focus is not on specific deliverables but on the end result the client wants to achieve.Let me give you an example of what I mean. A client decides that his or her company needs an emergency plan and decides to hire a consultant. A contractor approaches the project by studying the requirements of the plan and estimating the hours required to produce the plan. A consultant realizes that the actual output is not the plan but increasing the company’s ability to respond to an emergency.This can be a hard sell sometimes. I once lost a potential contract because the client felt that I was asking their organization to do some work. They just wanted someone to revise a plan to meet an administrative requirement.Now don’t misunderstand me. I’m not against contracting work or suggesting that it is somehow bad. I actually do a fair bit of contract work, usually as a subcontractor to a larger firm. But during these types of assignments I am just another member of a team. I am neither particularly challenged by them nor is the client getting the full value I could provide.Who’s the Expert?A common misconception is that a consultant must always be an expert in your particular field. This is certainly true in many cases. However, particularly when you’re working with contractors, the individual working with you may not have any real expert knowledge. They may indeed have a background in your particular field, such as being a retired emergency manager, but that does not necessarily translate to expert knowledge nor to any special training in consulting practices.So who is the real expert? Actually, it’s you. You’re the one with expert knowledge about your field, your organization, and your problem. A consultant brings experience cleaned from working with other clients but will never have the in-depth knowledge that you possess.The fact is many consultants, myself included, are what we call “process consultants”. Our strength is not expert knowledge in your field but the skill set that we bring to your project.What this means is that a consultant can guide you through a process that leverages your expert knowledge to help you achieve your desired outcome. We help you build on your organizational strengths to achieve the results you are seeking.If there is a need for expert knowledge in a particular area, a good consultant will be able to access a network of professionals to find the information you need, much like a general practice physician will consult specialists.Because many clients don’t understand this concept, they tend to narrow their options by only considering consultants with specific knowledge, experience, and/or certifications. There are times when this is appropriate and necessary but in many cases the demonstrated skill set a consultant brings to your project may well be more important than specific knowledge of your industry.Working with ConsultantsTrue consulting work is about relationships. What will set one consultant above another is the level of trust that the consultant engenders in the client. If you have the slightest doubt about the ethics of a consultant or his or her ability to help you achieve your desired end state, get someone else.The relationship extends to how you work together. Unlike a contractor, a consultant is your peer, not a just a hired hand. You’re paying for the consultant’s advice and counsel, so make use of it. The consultant is a guide who helps you through the process to achieve your goals but this means you have to be part of that process. If your total involvement is to review deliverables prepared by the consultant, you are not getting your money’s worth.This doesn’t mean that you can let a consultant have free rein to do as he or she pleases. It is important to agree up front on metrics for progress. These are not the same as deliverables, by the way. They can be performance milestones or comparative surveys. The important thing is that you mutually agree on how you will define the success of the project and the metrics you will use to demonstrate that success.Getting More ValueOnce you understand these facts about consultants, you can make more informed decisions and get more value for your consulting dollars.Begin by looking at your project and defining what it is you want to accomplish. Forget the deliverables for the moment. You must first understand your expected outcomes. Once you have done this you can consider whether a specific deliverable is the true measure of achieving that outcome. You can also determine whether you need a consultant or a contractor.A common mistake is to try and work out all details of the project in advance. Contractors like to see this as it provides them detailed information on which to base their proposal costs. Consultants are not hourly workers – we’re paid for our results, not our time. If you can describe your desired outcome and the value of the project to your organization, we can usually offer a creative solution that would work for you. Again, do not focus on deliverables but on what you’re trying to achieve.Consider what it is you need in a consultant. Does your project require specific in-depth knowledge of your industry or field or will general knowledge suffice? What skill set should the consultant bring to the project?As you assess candidates, don’t just look at resumes, certifications, and other projects of a similar type. Focus on whether the candidate has the skill set you want and whether or not you feel comfortable with him or her. For example, instead of asking, “Have you ever done a similar project?” ask how they would approach your project. Past performance on a previous project is not necessarily an indicator that the same techniques will work in your corporate environment.As you begin the project, establish your metrics up front. It’s amazing the number of times I have had a client look uncomfortable when I ask how they will measure whether I have been successful with their project. They’re uncomfortable because they haven’t really thought about the end result of the project.So are consultants worth the money? That ultimately depends on you. If you haven’t defined what you want out of the project, then you’re not getting the full value out of your consultant. If you don’t allow the consultant to propose creative solutions, you’re not getting full value. If you don’t trust your consultant and seek their advice, you’re wasting your money and the consultant’s time.It’s really up to you to answer the question.
Shoe Repairs And Several Other Things When I Was 7
Shoe Repairs And Several Other Things When I Was 7
My Dad repaired most of our shoes believe it or not, I can hardly believe it myself now. With 7 pairs of shoes always needing repairs I think he was quite clever to learn how to “Keep us in shoe Leather” to coin a phrase!
He bought several different sizes of cast iron cobbler’s “lasts”. Last, the old English “Laest” meaning footprint. Lasts were holding devices shaped like a human foot. I have no idea where he would have bought the shoe leather. Only that it was a beautiful creamy, shiny colour and the smell was lovely.
But I do remember our shoes turned upside down on and fitted into these lasts, my Dad cutting the leather around the shape of the shoe, and then hammering nails, into the leather shape. Sometimes we’d feel one or 2 of those nails poking through the insides of our shoes, but our dad always fixed it.
Hiking and Swimming Galas
Dad was a very outdoorsy type, unlike my mother, who was probably too busy indoors. She also enjoyed the peace and quiet when he took us off for the day!
Anyway, he often took us hiking in the mountains where we’d have a picnic of sandwiches and flasks of tea. And more often than not we went by steam train.
We loved poking our heads out of the window until our eyes hurt like mad from a blast of soot blowing back from the engine. But sore, bloodshot eyes never dampened our enthusiasm.
Dad was an avid swimmer and water polo player, and he used to take us to swimming galas, as they were called back then. He often took part in these galas. And again we always travelled by steam train.
Rowing Over To Ireland’s Eye
That’s what we did back then, we had to go by rowboat, the only way to get to Ireland’s eye, which is 15 minutes from mainland Howth. From there we could see Malahide, Lambay Island and Howth Head of course. These days you can take a Round Trip Cruise on a small cruise ship!
But we thoroughly enjoyed rowing and once there we couldn’t wait to climb the rocks, and have a swim. We picnicked and watched the friendly seals doing their thing and showing off.
Not to mention all kinds of birdlife including the Puffin.The Martello Tower was also interesting but a bit dangerous to attempt entering. I’m getting lost in the past as I write, and have to drag myself back to the present.
Fun Outings with The camera Club
Dad was also a very keen amateur photographer, and was a member of a camera Club. There were many Sunday photography outings and along with us came other kids of the members of the club.
And we always had great fun while the adults busied themselves taking photos of everything and anything, it seemed to us. Dad was so serious about his photography that he set up a dark room where he developed and printed his photographs.
All black and white at the time. He and his camera club entered many of their favourites in exhibitions throughout Europe. I’m quite proud to say that many cups and medals were won by Dad. They have been shared amongst all his grandchildren which I find quite special.
He liked taking portraits of us kids too, mostly when we were in a state of untidiness, usually during play. Dad always preferred the natural look of messy hair and clothes in the photos of his children.
Business Capital Solutions In Canada: Accessing Proper Cash Flow & Commercial Financing
Business capital requirements in Canada often boil down to some basic truths the business owner/financial mgr/entrepreneur needs to address when it comes to financing for businesses.
One of those truths? Knowing the true state of their financial condition and what financing they do and don’t qualify for when it comes to meeting commercial lending requirements in Canadian business.
Business Loans In Canada
Whether you are smaller or start-up firm looking for information on how to get a business loan or a larger established firm looking for growth financing or acquisition opportunities we’re highlighting 3 mistakes that commercial loan seekers like your company need to avoid making when addressing, sourcing and negotiating your cash flow / working capital and commercial financing needs.
1. Understand the true condition of your company finances – These are almost always successful addressed when you spend time on your financials and understand how your financial statements reflect your access to commercial loans & business credit in general
2. Ensure you have a plan in place for sales growth and financial needs as it relates to commercial financing
3. Understand that actual hard facts about cash flow which is, of course, the lifeblood of your company
Can you honestly answer or feel positive about all those 3 points. If so, pass Go and collect $ 100.00!
A good way to address your company’s finance plans is to ensure you understand growth finance solutions, as well as how to manage in a downturn – i.e. not growing, losing money, etc; It’s never fun to fund yourself in an economic or industry downturn such as the COVID pandemic of 2020!
When we talk to clients of new or established businesses it seems they are almost always talking about sales, so the ability to understand and focus on the differences in their profits and cash fluctuations is key.
How do cash flow and sales plans and projections affect the type of financing you require? For one thing sales growth usually starts out by consuming your cash, not generating it. A poor finance plan will drag your business down and addressing financing simply gets tougher and tougher.
Three basics always emerge when it comes to your search for the right business capital and financing.
1. The amount of financing you need
2. The type of financing (debt/cash flow/asset monetization) The business loan interest rate will be dramatically affected by whether you choose traditional or alternative financing solutions. Private business loans in Canada come from non regulated commercial finance companies most often known as ‘ alternative lenders ‘. These lenders are typically highly specialized in one ‘ niche ‘ of business financing and may be Canadian firms or branches of U.S. banks and non-bank lenders
3. How the financing is structured to be manageable with your day to day operations
What Finance Company In Canada Can Meet Your Borrowing Needs & Why Is Capital Important In Business
Let’s identify and break down key financings your firm should know about and understand if they are applicable and achievable to your business. They include:
A/R Financing / Factoring / Confidential Receivable Finance
Inventory finance / floor planning / retail inventory
Working Capital term loans
Unsecured cash flow loans
Merchant working capital loans/advances – these loans are geared toward short term cash needs and are typically one year in duration. Loan amounts are typically 15-20% of your annual sales revenues.
Royalty finance
Asset based non bank business lines of credit
Tax credit financing (SR&ED bridge loans)
Equipment Leasing / Sale leasebacks – Equipment financing in Canada is used by almost 80% of all companies looking to acquire new, and used, assets.
Govt Guaranteed Small Business Loan program – Government Loans in Canada are sometimes referred to as ‘ SBL’, aka Note: BDC Finance solutions are available from this Canadian non-bricks and morter crown corporation. A small business loan via the government-guaranteed loan program comes with true flexibility around term loan duration, market rates, no pre payment penalties, and of course the low personal guarantee that is required by borrowers. These two ‘ government ‘ loan solutions are often perfect for financing a new business.
If you’re focused on not making mistakes in your business finance needs and want to capitalize on the solutions your competitors are probably already using seek out and speak to a trusted, credible and experienced Canadian business financing advisor who can assist you with your cash flow and commercial financing needs.
Stan has had a successful career with some of the world’s largest and most successful corporations.
His employers over the last 25 years were, ASHLAND OIL, ( 1977-1980) DIGITAL EQUIPMENT CORPORATION, ( 1980-1990) ) CABLE & WIRELESS PLC,( 1991 -1993) ) AND HEWLETT PACKARD ( 1994-2004 ) In 2004 Stan founded 7 PARK AVENUE FINANCIAL – He is an expert in Canadian Business Financing.