Business Finance: When Things Don’t Go Right

Wow, it has been a while since I’ve written anything here. Things have been busy, to say the least, between my regular job and family. My oldest started high school marching band as a freshman and her schedule is brutal! (Translation: Lots of after-school practice, football games, and marching competitions).

Today we are going to talk about when things don’t go right in a business, from a finance perspective based on a business I am involved in. The names have been changed to protect the innocent.

Business History

In March of 2017, a group of former colleagues, with me as a minor investor, purchased a door manufacturing business. At this point, none of us had ever been involved in that industry, but we thought that between the four of us, we could figure everything out and grow the business.

Prior to the purchase, we examined the prior owner’s books and he seemed to be making decent revenue and profit. We tried to analyze Cost of Goods Sold (COGS) and Expenses to get a good handle on what our potential revenue could be.

Because three of us were working full time jobs, the fourth partner, we’ll call him Bob, was going to run the business initially, until we could grow the business enough to hire someone to manage it.

We attempted to get Bob to put together a pro forma operating expense projection, but he kept claiming “he would not be able to accomplish this until he was actually working IN the business and understood everything”. RED FLAG #1 (In hindsight, this should have shut down the deal for us.)

Once we purchased the business, Bob assigned himself a $100,000 per year salary because that was what he “needed” to survive on. We, the other investors, had not begun to understand the business’s key financial benchmarks at this point, so let it slide. RED FLAG #2

After six months or so of this, we begin to realize that our working capital was steadily draining. In addition to Bob arguing against every suggestion the board, (other three investors), would make to improve things, agreeing to implement the suggestions, then never acting on them. We slowly started to realize that even though we all agreed at our initial gathering that this was an investment to grow and either sell it for a profit or, after three years of profit reinvestment, provide cash flow and dividends, Bob was acting as if he was setting up Bob’s Kingdom. He wanted to run the business exactly as the previous owner had run things. RED FLAG #3

We made changes. First, we reduced the salary to $50,000, a figure more in line with the position. Then we removed him as President. We attempted to replace him with a salesman we brought on and moved Bob into the sales role, but since Bob was still involved and also trained the salesman, he was set up to fail. Bob did not teach him everything and did not say anything when things slipped through the cracks until after we noticed a couple of months down the line.

Current Status

The business continues to limp along. We have not put any more capital into it. Bob occasionally takes out small invoice-secured loans when the bank account gets too low. He is working at another job and has the lead employee mostly running the business.

We other investors have mostly given up on expending more than just a nominal effort to expand the business since no advice given is followed. We came up with plans and strategies on how to streamline the business and improve revenue, and presented them as a means to grow the business, but they didn’t sit well with King Bob, so they went nowhere.

The best I can hope for is that I can harvest some capital gains from other investments when this business eventually fails so I can offset the losses on my taxes.

In a future post, I plan to lay out the lessons learned from this experience and hopefully it will help you, the reader, to avoid some of our mistakes.

Post in the comments about your things that didn’t go right.

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REI – Acquisition of Rental #3

This post is just a short update on REI. We had a deal drop in our lap.

The Deal

We were not specifically looking to buy another property immediately. As detailed in a previous post, we were working on a deal earlier in the year, but it did not work out.

 

A member of the local REIA, who is also a realtor, has been looking out for properties I might be interested in. I had given her the specifics: three-bedroom, two-bath home on a slab foundation, preferably brick façade, in Thibodaux, in a decent neighborhood.

She had showed a couple of homes that were close, but not quite right for us, in addition to a mobile home park that was just too much for us to take on. (This was just prior to my surgery)

She contacted us with a property that fit our description exactly and told us the listing price, $144,500, and to make an offer. She indicated that the sellers were motivated. I looked it over and saw that we would be looking at a similar ROI to the property we bought last year with an offer of approximately $111,300. I did not think that the owners would accept that and they didn’t. They countered with $125,000 and we countered back with $112,451 cash sale with an end of month closing as a best offer. This would give us a ROI of just under 7%, based on a conservative analysis.

We fully expected things to end there. The sellers asked for the weekend to think about the offer, so we agreed.

On Monday, they accepted the offer (to our surprise) and we began the inspection period.

We set the closing date for the first Friday in December, as this was the soonest that the real estate attorney could complete the paperwork.

 

During the due diligence period, we determined that the only things needed were to change the locks, change an over-sized circuit breaker, and some minor cosmetic work.

 

Updated: We now have it listed for rent and are taking applications. The property was rented for January.

And, as always, let me know what you think in the comments. Ask questions, tell your story.

 

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REI – Rehabbing A Property: Flipping VS. Renting

Welcome back to me! I was out for the last few weeks due to a combination of work and getting post-surgery treatment for my thyroid.

Today, I am going to go over some differences and similarities between rehabbing a property to flip it and rehabbing a property to retain as a rental.

 

 

Compare & Contrast

 

What is your “Plan A” for a property in a given situation? That is probably an easy question to answer if you only flip properties or if you only buy and hold them as rentals. Some investors do both.

Ultimately, you should already know what you want to do with your property. Then work on a “Plan B” and “Plan C”, just in case your Plan A doesn’t work out.

 

Compare

 

Whether rehabbing a property as a flip or as a rental, there are a lot of things that you would do the same in either case. Getting the main home systems in working order, such as plumbing, electrical, roof, HVAC, etc. You need these systems in working order and, with the exception of fixtures, don’t need a lot of variation between the two.

Structures should be stable, rooms may need to be added, and/or rearranged.

 

Contrast

 

Rentals

When rehabbing rentals, you want to keep things functional and not too expensive. Depending on the comparable quality of the neighborhood, you may go utilize a higher-end product in a higher-end neighborhood than you would in a lower-end neighborhood.

Especially if you have multiple rentals, you want to go for consistency to normalize your costs. Have a paint scheme, flooring style/type, appliance set, and plumbing & lighting fixtures as a standard so that time will not have to be wasted on trying to decide on colors & styles during rehab and turnovers. Your contractors or turnover specialists should already know what to use.

 

Flips

When flipping, you are attempting to renovate the property to a standard that will make someone want to buy the home to live in. With that in mind, you want to add finishing touches to a flip that you would not consider for a rental. This could include things like upgraded appliances, fancier light fixtures, premium paint schemes, and so on.

All of this assumes that you have the budget to achieve this and still make money on it.

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Plans B and C

I mentioned “Plan B” and “Plan C” above, so I just wanted to touch on that before wrapping things up. You should always have an exit plan. Or two. If you are planning to flip, be ready to rent or owner-finance. If you and planning to rent, be prepared to sell.

This is kind of second nature to me coming from the oil and gas industry. It has a direct physical basis, but can be applied metaphorically to pretty much anything.

Having an exit plan means not being stuck in harm’s way. When working on a drilling rig, this has life or death implications. Never put yourself in a corner where you cannot get out of the way of something.

I learned this the hard way when loading eleven and three-quarter-inch casing onto a boat when I first started out in the industry working as a roustabout.

For those of you who don’t know what casing is, it is the large-diameter pipe used to keep the wellbore pressure in and the formation pressures out when drilling and producing a well. Each forty-foot joint weighs approximately two thousand four hundred pounds.

The crane was set up to pick up four joints of casing at a time. Additionally, we were short-handed, so I would hook up the casing on the dock, then jump to the boat to help position it on the deck of the boat so it would stack properly for the ride out to the rig.

On one of the lifts, by the time I got onto the deck of the boat, the pipe was coming towards me and I did not want to be under ten thousand pounds of steel. I attempted to get outside the range of the swing of the crane, but realized that I had no more deck because we were loading onto the stern now.

I dropped down onto the deck, sitting, so that at least if the load dropped, the railing would help stop it from crushing me. I believe that maneuver startled the crane operator and he stopped the crane rotation, thus setting the load swinging like a pendulum. He immediately noticed this and started to drop the load as it got over the deck, but the casing had started to swing back towards the stern, where I was sitting.

The casing made contact with my left shoulder and chest. Luckily, it was only enough to bring out purple, yellow, and green bruises on me the next day, but no permanent damage.

 

The moral of the story? Have an exit plan that you can execute on.

 

And, as always, let me know what you think in the comments. Ask questions, tell your story.

 

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Business – Optimizing A Process – Order of Operations Related to Surgery:

This week I am touching on the topic of process optimization. This is another topic that came a conversation between Kevin@deliberateconsulting.com and myself when comparing thyroidectomy procedure results and side effects. He was diagnosed with thyroid cancer and had surgery a couple of months prior to my diagnosis.

We compared notes on what was similar and what was different between the two.

(Caveat: There may be some factors that we are not aware of, specific to each of us as individuals, that could have influenced decisions made.)

 

We both had thyroidectomies. Surgery, an overnight stay. A vacuum bulb to drain the incision area. Released the next morning. Then wait to determine if further treatment is necessary to ensure the eradication of cancer. In Kevin’s case, he needed further treatment, in my case, it is too soon to tell.

The doctors started Kevin on hormone replacement therapy almost immediately after surgery, then had to wait for levels to drop to begin the secondary treatment. I am still not on any replacement hormones until they determine if I need the radioactive iodine ablation, thus shortening the cycle time to start. Since the hormones appear to last about 6 weeks, I am good for a while with no replacements and won’t have to wait for levels to deplete if I do need the RAI.

The way my surgeon planned things seems to be the more efficient way to do things. This got me thinking about how an optimized process for business is cheaper and more efficient than just randomly doing things in a haphazard manner.

 

I do this in my real estate investing. When rehabbing a property, I evaluate what needs to be done & plan the order of operations so that there won’t have to be re-work because something had to be undone to do something else.

 

You can look at your business processes and optimize them for efficiency by ensuring the order of operations for each step does not additionally delay some other step.

 

You can think of it like the sandwich-making analogy I used here…if your current process calls for you to put the peanut butter on the plate, then add the bread, then the jelly or jam, you can optimize it by changing the order of operations to bread, peanut butter, jelly, then another slice of bread.

 

What inefficient processes have you identified in your business or workplace? How did you change them?

 

And, as always, let me know what you think in the comments. Ask questions, tell your story.

 

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Business – Revisiting the E-Myth Revisited

Welcome back! I was talking with Kevin@DeliberateConsulting.com about things we should do differently in our business (disclaimer: Kevin & I are partners/investors, along with others, in a high-end door manufacturing business). One of the things he brought up was that all of the partners should have read Michael Gerber’s “The E-Myth Revisited: Why Most Small Businesses Don’t Work and What to Do About It” [http://a.co/d/5JhEnwk] before we decided to invest in a business. Kevin also suggested I write a blog post about it and how it can help you in business.

 

The E-Myth Revisited

 

 

The E-Myth Revisited is a wonderful book that provides guidance for individuals having an “Entrepreneurial Seizure” as the book’s author, Michael Gerber, puts it. It provides a mix of case history, told as an on-going narrative of a client, and guidelines for successfully organizing an entrepreneurial idea into a business operation manual. It tells how you should work ON your business before you work IN your business. AND, your goal should NOT be an employee of your business, doing things yourself.

 

I’ve mentioned the E-Myth before:

BUSINESS – WE DON’T NEED NO STINKING PROCESSES!…OR DO WE?

MY RESPONSES TO TIM FERRISS’ “TRIBE OF MENTORS” QUESTIONS

 

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Business Buying, Two Years Post-E. Seizure

 

I did not read the E-Myth until after we had already purchased the business and were off to the races. I shared it with the other investors, indicating how important it was that we follow its recommendations. Kevin read it and as indicated by the prompt for this post, he feels the same.

 

Looking back, I have to agree with Kevin. We should all have read the book before deciding to buy a business together. We did not understand how to operate the business. What little “processes” we received from the previous owner were a jumbled bag WTF? and Huh? And, on top of that, the partner directly involved in the business adopted everything wholesale, becoming too mired in the day-to-day to view anything strategically.

 

This is exactly what the book is designed to avoid. If we had spent more time understanding how the business operated and put in systems & processes to optimize its operation prior to purchase, we would be a lot further ahead.

 

We are slowly getting things on track and working to bring efficiency to the operation. Only time will tell if we will be successful.

 

Lessons Learned

 

Kevin and I are starting to collect lessons learned so we can apply that to future business endeavors, investment advice, and consulting efforts.

 

Below are some, in no particular order:

• Read the E-Myth Revisited
• Put together your operating manual
• Understand you costs
• Create an operating agreement defining who will do what
• Stick to your operating agreement
• Understand Cash Flow

 

Please email me, comment below, contact me on LinkedIn, Twitter, or my Facebook page to share your Lessons Learned in operating a business.

 

And, as always, let me know what you think in the comments. Ask questions, tell your story.

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