I’ve found that making smart decisions for your business starts with knowing what drives it.
"To say that business doesn’t always run smoothly would be an understatement. When I was the CFO of a small flooring company, we experienced some quality issues with a new product. The company’s stakeholders – customers, vendors, investors – were concerned; we knew our next steps needed to be chosen carefully and quickly. Understanding our cash flow requirements was essential to identifying the best strategy for the situation. Fortunately, we had already built a solid projection that enabled us to determine how much capital the company required. Our preparation and analysis paid off: we realized that our greatest chance of success would be placing the business in the hands of a better-financed company, and we sold to a private equity group in a mutually beneficial transaction."
Prior to joining FourBridges in 2006, Chris spent two years as the Director of Finance and CFO at Edge Flooring, a manufacturing company that raised significant institutional equity and debt financing. His responsibilities included managing the accounting, human resources and purchasing departments. In addition, he assisted in negotiating agreements with vendors and establishing a national and international network of distributors. He successfully negotiated a bridge loan and the sale of the majority of the company's assets to a private equity group.
From 1998 to 2004, Chris worked in the corporate finance department of Decosimo, a regional accounting firm. In that role, he initiated and completed M&A, financing, transactions, valuations and other financial advisory services.
Previously, Chris was a senior consultant with PriceWaterhouseCoopers. In that position,he implemented financial solutions involving business process reengineering, change management and systems integration for several Fortune 500 companies. Clients included Georgia-Pacific Corporation, Compaq Computer Corporation and Public Service Electric & Gas.
Chris also has worked internationally in the operations planning department at Philip Morris Germany, where he evaluated projects and corporate development opportunities for the German subsidiary. He participated in the successful development of capital projects totaling more than $500 million, which involved implementing new processes and acquiring land in order to double the size of the Berlin plant.
"FourBridges helps business owners keep the surprises to a minimum. When working with clients, we’re focused on identifying key business drivers, asking the necessary –and sometimes difficult – questions, and addressing problems upfront.
In my experience, I’ve found that running a business is often about hoping for the best and preparing for the worst. At FourBridges, we believe that understanding the economics behind your company makes for the best outcomes – and helps you avoid the worst altogether."