Written for EO by Tom Connell, president of Venetian Blind and Ground Overlaying Store, Ltd

My controller closed the door behind him as he walked into my workplace. That normally meant he wanted to speak confidentially to me  about an worker or monetary matter. This time he got here with dangerous information. One in every of his clerks was not coming into work and, regardless of calls to her residence and cellphone, she was nowhere to be discovered. He wanted to speak to her about some postings that didn’t add up.

His fears had been confirmed later by a forensic accountant we employed to resolve it. We had a thief—embezzlement to the tune of US$6 million. How may this occur? We had been experiencing our fourth straight 12 months of file gross sales and earnings. Revenues had been pushing US$50 million and our FTE rely was north of 200. The whole lot gave the impression to be going nice. However these earnings? They didn’t exist.

Trying again, there have been indicators. No matter how a lot we had been making on the books, our stock counts frequently wanted to be adjusted. We continued to faucet into our US$three million financial institution line of credit score and we had been nearing tapping it out. That was along with the US$2 million long-term debt we had accrued after shifting into our state-of-the-art manufacturing facility 4 years earlier.

This was in February 2008. In July 2008, an article appeared on the entrance web page of an area newspaper detailing the extravagant way of life the thief led on our nickel. Telephone calls from pals, the press, acquaintances got here flooding in. It was overwhelming, to not point out extremely embarrassing and humbling.

Whereas Houston and the south central area of the USA that we served hadn’t skilled the sub-prime calamities that Florida and California had been starting to see, we knew it was most likely only a matter of time. In September 2008, the monetary world collapsed together with it the housing business. We made residential inside window coverings. Nice. Now what? In late September 2008, Hurricane Ike hit the Texas Gulf Coast and, whereas our buildings and staff had been spared by any main catastrophes, we misplaced energy for 2 weeks. Properly, I believed, since bother is available in threes, it was now behind us.

So how did we transfer ahead and what did we study?

1. Belief your intestine. Six months earlier than we realized of the heist, I requested my enterprise accomplice and controller in a monetary evaluate assembly if we had been experiencing theft, because the numbers weren’t including up. They each thought I used to be paranoid—which, I admit, I get accused of often. Had I trusted my intuition, I might have pushed more durable on this. US$2.5 of the US$6 million that was stolen was taken throughout the ultimate six months. I may have prevented all of that if I had acted on my intestine instincts.

2. Perceive the energy of robust relationships—clients, suppliers, staff and even rivals. As a result of we had many private relationships with our clients, they understood and had been affected person with us. Our staff had been superb. Many stepped as much as lead their groups past my wildest creativeness. After which there have been our suppliers: After the storm, there wasn’t a generator out there within the state of Texas. One in every of our suppliers bought 12 mills in Tupelo, Mississippi. They despatched the mills on the highway to satisfy our gross sales supervisor midway between Houston and Tupelo. Due to this, our customer support middle computer systems and telephones had been up and working the second enterprise day after the storm blew out our energy. Even a few of our rivals who we received to know at commerce exhibits and business occasions all through the years fulfilled orders for us at preferential phrases. This was 10 years in the past, and barely a day goes by once I don’t take into consideration all of the heroes who stepped up and gave a lot.

three. Separate your accounting tasks. It’s in each enterprise faculty course you’re taking, however generally we do unwise issues and develop into complacent simply to save lots of a buck.

four. Bear in mind the significance of fine financials. Had we not had nice and well timed financials each month which we met and mentioned, I by no means would have had that intestine feeling. See lesson #1. Our controller offered us with not solely the necessary stability sheet and earnings assertion, but additionally money inflows/outflows, receivable ageing, days gross sales excellent, quarterly ratio analyses and stock balancing—simply to call just a few. Having rock strong credit score additionally helped. We discounted all of our invoices from our suppliers, and paid our payments in a well timed style. This purchased us some grace throughout some powerful money move intervals.

5. Know your strengths and weaknesses, and rent folks to enrich them. My accomplice and I had been career-long gross sales and advertising and marketing guys. We had simply employed our third controller in 12 months. He was the one who finally discovered the issue. Had we terminated the 2 weaker gamers earlier than him a little bit sooner, I’m satisfied we by no means would have had the issue.

In the end, we had a cheerful ending. By the tip of 2010, we had been 100% debt free and had returned the corporate to profitability. In 2013, we introduced the sale of that division to a global participant at a good-looking a number of of earnings. And now I sleep at night time. Okay, type of.

Tom Connell is the president of Venetian Blind and Ground Overlaying Store, Ltd, and an EO Houston member. Click on right here to study extra about the advantages of EO membership.

The publish What Embezzlement, a Hurricane and the Monetary Crash Taught Me About Enterprise appeared first on Octane Weblog – The official weblog of the Entrepreneurs' Group.

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