We just couldn’t sit by and watch our small business clients struggle to find a viable solution for their Human Resources needs, so we decided to take matters into our own hands and launch a Fractional HR Consulting division this month. We now provide human resources consulting to companies that normally would not have access to them. We remove headaches – from creating policies that are compliant, to jumping in and solving recruitment and retention issues, to helping with that “problem” employee. Our service is completely scalable, so we’ll be with you as a trusted advisor as your payroll grows and your HR needs become more complex.   How can we work with you? Monthly Retainer: Not ready to have a full-fledged HR department, but ready to delegate HR off your desk? Get peace of mind starting as low as $175/month ​​Projects: Need HR expertise for a specific project or event? We are ready to jump in and complete these for you! Do you have questions or need help with any of these topics? We have the answers! HR Strategy Policy Development Workforce Planning Recruitment Compliance Compensation and Incentive Plans Employee Benefits and Wellness Handbooks Training and Development Programs Unemployment Claims Employee Engagement Organization Charts Job Descriptions Want a more comprehensive set of services for your business? SBS can bundle these HR services with our fractional CFO services, giving you everything you need to help you run your business for one fixed fee. Contact us today to find out what
I was speaking to a new business contact the other day. As with any new introduction, we started talking about our services and “ideal” clients.  As we got into the fractional CFO services that SBS offers, he asked what size client (in annual revenue) typically comes to us for help. I told him it’s not just the amount of revenue, but rather the rate of growth. In other words, some of our best fractional CFO leads come from companies who have experienced significant revenue growth in a relatively short period of time. When that happens, the investment in infrastructure and human capital is typically neglected and isn’t strong enough to support the needs of the larger company. The following issues begin to surface: Poor internal controls No formal strategic plan Dated (and typically undocumented) processes and procedures Poor cash management Legacy employees aren’t qualified to run a large company – the requirements have outpaced their knowledge and abilities. A good example of a “legacy employee” could be your Office Manager. When your company first starts getting busy, you hire a bookkeeper or accountant to run your office. He or she is competent and gets the job done. As your business starts to grow, you hang on to this Office Manager because he or she has been with you through thick and thin and you’re loyal to that person. But at some point, as your business gets larger, it gets more complex. The tasks your Office Manager performed when you were
          In the bookkeeping industry, you hear a lot about the “Firm of the Future”. It’s a buzz term for bookkeeping firms that build their infrastructure around all the latest technologies and apps. The benefit sold to bookkeepers and accountants is that it will allow you to work so efficiently that you can handle more clients. That’s a wonderful benefit for sure! I’m not going to debate whether gassing up on all the latest technology is the right thing to do. What I want to point out is that having all that technology doesn’t automatically equate to more clients. It’s not a sales tool, it’s a management tool. Maybe some businesses will sign up with you because you showcase so much technology, but in my experience, most of them won’t care much. So, don’t invest all your hard earned money on all these cool 3rd party apps if your book of business doesn’t warrant it. You’re only making these vendors wealthy – not you! I want you to build a bookkeeping business that creates a wealth generating asset for you. The technology companies don’t have that same interest. They want to convince you that you need more and more technology in order to keep up with your competitors and stay relevant. I argue that you will outperform your competitors if you focus more of your attention on branding, messaging, and marketing. That is what will distinguish you from the others. Most bookkeepers and accountants are comfortable dealing
I rarely speak personally about my business in a public forum. However, I’m at a stage in my career that I’m now comfortable speaking openly about my victories, and my losses. I’ve learned so much (especially about myself) over the years while running this company. I’ve failed as much as I’ve succeeded, but I never let it stop me or my entrepreneurial spirit. As a business owner, you have to stay focused and determined if you want to achieve your goals. Goals change, but your attitude should not.   Steiner Business Solutions has come a long way since it started out of my house in the winter of 2006. Over the years, I’ve employed dozens of staff and served hundreds of small businesses, with much to be proud of. We grew our brand and our revenue to levels I rarely imagined.  What a ride!   For those of you who don’t know, I made a huge life decision last year and sold my entire bookkeeping division at the end of 2019.  It was not planned, but opportunities present themselves and you have to act if you feel it’s the right decision. Of course, I had no idea a worldwide pandemic would hit the following year! But that transaction has allowed me to take on some new challenges – and I LOVE new challenges! Hence, THINK BIGGER, was born.   THINK BIGGER was first created in my mind while I was closing on the sale of my bookkeeping division. I was
Depending on the size and nature of a business, managing the company’s financial operations can look like many different things. For some, the accounting function is fulfilled solely by internal staff members, and for others, financial operations may be spread between internal and external personnel. Whether employees or outside consultants, bookkeepers, CFOs and CPAs are major contributors to an organization’s accounting and financial operations, and regardless of size or industry, just about every business requires the services of one or all of these professionals at some point during its life cycle.  So how are each of these roles different from one another?  The Overview In very general terms, bookkeepers help with the day-to-day “nuts and bolts” aspect of accounting, while CFOs are more concerned with identifying and leveraging the financial intelligence that can be derived from various reports and KPIs (key performance indicators). CPAs typically assist with things like compliance, audits, tax planning and tax return preparation.  Although they fulfill very different functions within an organization, they also must work together to achieve a company’s long-term financial goals. (In some cases, one professional might even fulfill more than one of these roles.) What Does a Bookkeeper Do? Bookkeepers are responsible for recording each and every business transaction that runs through the organization and for keeping that data current in an accounting software program.  They must track things like income, expenses, payables and receivables, and they are responsible for reconciling accounts and closing the books each month.  Bookkeepers are the front-line