Like many family-owned businesses that experience a wave of early success, a healthcare company with an entrepreneurial drive, wrestled with managing a business that had suddenly become multifaceted and unwieldy. The founders’ dream of selling a stable, lucrative company started to fade, causing tension and burnout within the team. The company knew what they wanted, but not how to make it happen.
AvinnaCFO began by implementing the Entrepreneurial Operating System® (EOS®), a process that helps business leaders define their objectives and establish a disciplined approach to measuring progress toward them.
The next step was building a scalable financial structure with improved technology and human capital. AvinnaCFO determined quickly that the company needed a better accounting and reporting software platform in order to make the right decisions at the right time. They also needed to make some hard choices on team structure. This meant moving some people into new roles that accentuated their strengths, as well as hiring new people who could fill existing skill gaps in finance and accounting.
AvinnaCFO then guided the healthcare company in establishing the right metrics to support decisions on everything from day-to-day operations to acquisition target due diligence.
After the first phase of AvinnaCFO’s work, the healthcare company immediately started moving forward with confidence to achieve the growth necessary in order to be attractive to private equity investors.
- AvinnaCFO helped the company secure over $10 million in capital to fund new growth initiatives.
- With a more sustainable structure in place, the company began hiring new talent with a goal of doubling headcount within a year.
- The team used the metrics implemented by AvinnaCFO to execute both an acquisition and a new joint venture partnership, each structured to maximize its overall appeal to potential investors.
- At least as important, those same metrics led the business to reject several other investment options that did not offer maximum value given the risk involved.
The biggest outcome may have been qualitative. Rather than frustration at the growth-limiting chaos of the status quo, the company’s leaders were reinvigorated with peace of mind and a renewed focus on the strategic possibilities ahead.