How to set drive traffic to template boards and land new clients
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Consolidated financial statements are often required by banks and investors and prove crucial in estimating tax expense. Unfortunately, the process of creating these statements is often long and tedious.
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A popular question I get from accountants looking to make the transition is around pricing advisory services vs compliance work since it’s vastly different in nature. It’s unfamiliar territory: compliance work is typically more task-oriented and advisory tends to be a bit more subjective (although it shouldn’t be, but I’ll save that for another post). As you’ve heard time and again, the answer is value-based pricing. It’s about pricing for perceived value of your services rather than marking up the cost to deliver them.
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Traditional real estate portfolio management reports provided by accounting firms include a Profit & Loss Statement (P/L), a Balance Sheet (B/S), and Statement of Cash Flow.
The Profit & Loss shows the income and expenses for any given period, the Balance Sheet shows a company’s assets and liabilities for at any point in time, and the Statement of Cash Flow shows how the cash was utilized for a given period.
The flaw of traditional accounting reports like these, and P/Ls alone, is that they report the facts for a given period but fail to provide any actionable information. What factors contributed to those outcomes?
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One of the best exercises you can go through as you initially validate an idea is to go out in public and interview people who would be your potential customers. There’s no other way to get feedback on your concept initially, and one thing that’s way more uncomfortable than talking to strangers about an idea is spending 100’s of hours building that idea, to only find out no one wants it.
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Advisory services are the future of accounting. From the increasing number of services becoming automated every day, to the adoption of machine learning and automated intelligence that will continue to automate repetitive tasks in the future, you and your partners have to find a way to continue adding value to your clients to keep your business thriving.
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Imagine this. You, the managing partner of an asset management firm, are sitting at your desk and get a request from an LP for information detailing the past 5 years of Q1 financial data for a specific company. Sure, this doesn’t happen often (or ever for some), but what if it did? Would you be prepared?
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To get to the point of being truly data driven, your firm needs to know where you’ve been and where you currently stand in your path to data maturity. It’s important to follow this model because trust is built along this path - it is impossible to make important strategic decisions based on data without trust that your data and systems are reliable.
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Like any real estate operation, there is data flowing everywhere: from weekly leasing reports to FMV and return data. Origin Investments focuses on constantly improving their aggregation and reporting processes so that they can continue to differentiate the Origin investor experience from that of a traditional fund.
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An interview with Jim Bolduc, Senior Managing Director at JPB Partners about the opportunities and challenges facing consumer-focused private equity investors
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Maintaining GP and LP alignment is a challenge. We discuss the various ways to mitigate misalignment through data and reporting.
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Think back to the interview you did for the current job you’re working at. You most likely got your job from your work experiences and accomplishments, not the clothes you wore that day or the paper you presented your resume on.
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When I hear about “referrals” I often to think about raffles, giveaways, and other monetary incentives. After speaking with Josh Haymond, partner at VACO, my ideals have changed. Referrals at the enterprise level are more about creating deep, “help me help you” relationships than they are about creating short-term financial incentives.
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Investors working with private companies experience the same free and ubiquitous access to data that much of the tech industry realized in the late 2000’s but have yet to capitalize on the opportunity. If you take a random sample of fund managers and ask them how they leverage data from due-diligence, portfolio monitoring, or their own fund’s operation, the answer generally encompasses a mix of analysts, cumbersome excel files, and CRMs. The data is available but locked in an antiquated system. Herein lies the opportunity.
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Managers at nonprofits have a unique set of challenges related to furthering their business while also furthering their mission. Progress cannot always be measured by simple metrics like revenue-growth and grants-made because you’re not really in the business of making money and giving money away: you’re in business to better the world...
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The fact is, data transfer and data visualization are only two parts of the business intelligence equation. The third part, and the largest missing piece, is what you do with this information - how you gain actionable insights. The first step to understanding the difference between where you are and where you need to be is finding the benchmark.
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Malartu sat down with twelve executives from PE and mezzanine funds and a handful of limited partners to talk current investment trends such as specialization, operating partners, co-investment, and secondary transactions. Read more to find out what we learned.
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Like traditional debt, mezzanine funds lend out money and in return expect a series of payments with added interest sometime in the future.
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When a visitor comes to a site that has the Google Analytics tracking code installed, Google Analytics captures data via cookies like what kind of traffic it is, where the visitor came from, their browser, screen resolution, country, metro, etc. Campaign tagging allows you to overwrite this data with your own custom variables to get better insight into who this visitor is and why they’re coming to your site.
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To understand why the top private equity firms are like nurseries, we have to listen to Jack Dangermond, famed businessman and environmental scientist who said:
"In a nursery, if you don't take care of those plants, your profits get lost real quickly. You have to weed. You have to water. You have to nurture.”
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