{"version":1,"type":"rich","provider_name":"Libsyn","provider_url":"https:\/\/www.libsyn.com","height":90,"width":600,"title":"MM M&A 005: It's All About Your Numbers","description":"In this episode, Gina Cocking and Jeff Guylay continue their discussion around the due diligence process related to the sale of a company. This episode is part of a four-episode series exploring the due diligence process that began with 003 on the business aspects of the due diligence process. EP003: Business aspects of due diligence: https:\/\/coladv.com\/podcasts\/003\/ EP004: Legal aspects of due diligence: https:\/\/coladv.com\/podcasts\/004-due-diligence-deep-clean-and-hygiene\/ EP005: Accounting aspects of due diligence (today\u2019s episode) EP006: Technology aspects of due diligence (coming soon) In today\u2019s episode, we invite our featured guest, Joe Kaczmarek, to share his insights on how companies can best prepare for an M&A transaction. Joe is the National Fintech practice leader at RSM, a leading provider of audit, tax, and consulting services focused on the middle market. Show Notes: There are six key takeaways from the episode (35:17) Start early Review your financials monthly Keep books in GAAP (Generally Accepted Accounting Principles) Get an audit Prepare forecasts for your business and track achievement to forecast Invest in the finance department. If your goal is to sell your company, the number one action you should take (related to accounting and finance due diligence) is to get a good CFO In this episode, Colonnade Advisors addresses the following questions as related to the accounting aspects of due diligence: When should an owner start preparing to sell their company? (01:20) Gina: \u201cIt starts years in advance. At the very basic level, a business owner or leader of a company should be reviewing the financials on a monthly basis. The reason is to get comfortable with the cadence of their business so that they can talk to the financials.\u201d Does a company need a public audit prior to selling the company? (1:40) Gina: \u201cWe recommend all companies have a financial audit for several years before they go to market.\u201d  What is the difference between an audit and a compilation? (01:58) Gina: \u201cA compilation is when accountants come in and put your financials together for you. They may even do it on a GAAP basis. An audit means that the accounting firm is doing a deep dive into the numbers. They\u2019re looking at bank reconciliations. They\u2019re doing different types of testing for fraud and for receivables and payables, et cetera. It\u2019s a very involved process, but it is a must for a business that is planning for a successful sale.\u201d Do I need a financial forecast? (02:35) Gina: \u201cA company should keep a forecast and measure themselves to the forecast and plan. The reason for this is twofold: 1)  I believe that you only get to where you\u2019re going if you plan for it, and 2) buyers are going to look at the company\u2019s financial forecast and how they are doing compared to that forecast.\u201d What other financial statements must be in order? (03:54) Gina: \u201cAnother good thing to prepare for a sale process is a monthly data book. This data book includes the income statement, cash flow statement, balance sheet, and MD&A (Management Discussion and Analysis).\u201d How does a company select an accounting firm to work with on accounting due diligence? (06:25) Gina: \u201cI usually recommend that companies not go with the local firm that does their tax returns. Typically (I recommend) a regional accounting firm, or a national one, because you need a team that can defend its choices in accounting principles interpretation.\u201d  When should a company start working on accounting due diligence? (08:20) Jeff (07:37): \u201cThe sooner the better. The first audit is the worst. After that, it gets a little bit easier. Getting that process rolling is important.\u201d When is meeting the financial forecast key? (10:21) Gina: \u201cThe financial forecast is crucial when we\u2019re actually selling the business. The key is when you\u2019re in the sale process, from the moment we release that confidential information memorandum (CIM) until the check clears and the business is sold, the company has got to make its numbers.\u201d What is the management team\u2019s role in owning the forecast? (11:44) Jeff: \u201cIt\u2019s important that the management team understands and owns the forecast because they\u2019re going to have to live with it. The financial forecast obviously develops the metrics upon which you\u2019re going to be judged either through management contracts, earn outs or just general performance. You really want to be confident that you\u2019re going to hit the numbers one, two, three years out.\u201d  What is an MD&A (Management Discussion and Analysis)? (13:45) Gina: \u201cA paragraph or a page and a half that explains the numbers, e.g. \u2018Revenues were up by X because we sold Y more; expenses were down by Z because we lost three people in headcount.\u2019\u201d  How should revenues be broken out? (14:12) Gina: \u201cBy number of products sold, pricing, number of customers; whatever metrics that are core to your business. Companies that can do that generally have a good finance department.\u201d What are some common missteps Colonnade sees in accounting practices of middle market companies? (16:40) Gina: \u201cThe finance department is looked at as a cost center.\u201d Owners keep the books themselves or use a part-time bookkeeper. When companies don\u2019t hire a CFO, there\u2019s a potential problem.  What are some other missteps management can make when getting ready to sell their company? (18:00) Jeff: \u201cWhen the CEO is the master of everything. He\u2019s the head of sales, he\u2019s the head of marketing, he\u2019s the head of IT sometimes, and in a lot of cases, he or she is the CFO. That\u2019s a problem because an investor could come in and say, \u2018Well, I\u2019m not going to pay $50 million for this one guy or this one woman. Where\u2019s the team?\u2019\u201d When do you know that a company has the infrastructure to be sold? (18:35) Jeff: \u201cThe real enterprise value gets built when you say, \u2018This is a business that is going to be my legacy, but I don\u2019t need to be here as the CEO or the founder. I built this business. I built out a team. The finance function is all built out. The marketing function is built out. The sales function is built out. This business runs on its own. And so if you want me here or not, that\u2019s fine, but my team is really more important than I am.\u201d  Why does a company wanting to be sold need a CFO? (19:00) Gina: \u201cWithout a CFO, when a buyer comes in, they will do a negative adjustment to your historical financial statements to fill that role. That CFO role will be built into your valuation regardless. So invest in the CFO. It\u2019s going to be worth far more than not doing it.\u201d What is the difference between GAAP and cash accounting? (20:22) Gina: \u201cHere\u2019s the non-CPA\u2019s way of explaining GAAP. Under GAAP, the timing of your revenues and expenses need to match, and they need to also match the timing of your liabilities, which means if you are selling a service that is a service for six months, you receive the payment upfront, the revenue upfront, you\u2019re going to have to recognize that revenue over six months.\u201d What is an example of GAAP accounting vs. cash accounting? (21:00) Gina: \u201c A common example is payroll. Accruals should be done for payroll. Let\u2019s say you pay your employees every other Friday. The month doesn\u2019t always end on the fourth Friday, so you end up having to pay in the following month, let\u2019s say the Wednesday the following month. (When you pay in the following month) you\u2019re paying for the prior month\u2019s work. You need to do an accrual for that payroll so it matches the month in which it occurred. So accruals need to be done under GAAP and revenue needs to be recognized in line with what the services or the products provide.\u201d What industries can use modified cash accounting? (21:36) Gina: \u201cWe work a lot in the F&I (Auto Finance and Insurance) and administrator space. (These companies) can be sold on a modified cash basis. But that doesn\u2019t happen in all industries.\u201d How does modified cash accounting work when selling a business in the F&I or administrator space? (22:16) Jeff: The important thing is understanding the difference between the two accounting processes or procedures. In the cases where it\u2019s beneficial to the clients to present themselves on a cash or a modified cash basis, we\u2019re certainly going to do that to maximize value. There has to be a spreadsheet that says, here\u2019s the audit according to GAAP, and here are the cash financials that we want you to value the company on, and here are the adjustments we\u2019ve made to get there, and it has to be logical and make sense and be consistent.\u201d Gina invites Joe Kaczmarek, an expert in audit tax and consulting services, to share his perspective on due diligence accounting aspects. What is the difference between an audit and a sell side Quality of Earnings (QOE)? (24:19) Joe: An audit is to go back and verify information at a point in time. We\u2019re validating the accuracy of your balance statement and your income statement. When we do a quality of earnings (QOE) report, we\u2019re really stripping out one-time expenses, one-time revenues, and coming down to a real accreditable earnings number on a cash basis. From a quality of earnings perspective, it\u2019s also much broader.\u201d  How many years back should an audit go? (27:02) Joe: \u201cWhat I typically say is, \u2018If you want three years in the marketing documents, it typically presents the best if those are all audited.\u2019 (Three years). But more importantly than how many years is having a firm that really understands the industry and is really nailing down those things that could come up in diligence.\u201d What are the bare minimum processes and procedures a firm should have in place before they go to market? (28:02) Joe:  \u201cThe big thing is having a CPA on staff and having that person really understand what\u2019s required. We like to see monthly financial statements, on not only a cash basis but an accrual basis, a GAAP basis.\u201d What else should companies thinking of selling consider? (28:34) Joe: \u201cinvesting in your financial reporting group. That\u2019s not something that\u2019s providing revenue so it\u2019s often overlooked. You really need to have the infrastructure there to be able to report and provide the information necessary to go through diligence.\u201d  How quickly should a company be able to close the prior month\u2019s books? (29:07) Joe: \u201cIt really depends on the complexity of the organization and the systems they have in place. It can take two days to two months. (However,) those companies taking two months realize very quickly through this process that that\u2019s not going to be adequate (fast enough). If it\u2019s a private equity group coming in to acquire them, they\u2019re going to need reporting on a monthly basis that\u2019s going to be out within a week or two from the month-end or the year-end.\u201d What is your view on QuickBooks? (30:36) Joe: \u201cDepending on the industry that you work in, Quickbooks may be adequate. QuickBooks could be fine for smaller companies and midsize companies. But you\u2019ve got to realize what the limitations with QuickBooks are (such as controls, access, and integration).\u201d How should companies account for a PPP loan? (32:40) Joe: \u201cThere is going to be a portion of it that\u2019s going to be forgiven, if not all of it. You should record it as debt. Then as you get approval for that forgiveness, that\u2019s the point in time when it should flow through your income statement for GAAP purposes. If you look at a transaction, that\u2019s one of those one-time items that will most likely be backed out, and I would say that\u2019s non-operating revenue, so it should be down below the line.\u201d What\u2019s one piece of advice you would give a company that\u2019s about to go through an M&A process? (33:47) Joe: \u201cEngage a reputable firm to conduct sell-side due diligence. Sell-side due diligence firms will dig into the company\u2019s financial information and figure out where there may be issues. If identified issues are likely to be deal-breakers, then the company will need to pause the process until the issues are fixed.\u201d Featured guest bio and contact information:  Joe Kaczmarek Email: joe.kaczmarek@rsmus.com Joe Kaczmarek services as the National Fintech leader at RSM. In this role, he is responsible for driving the firm's strategic objections in fintech, while assisting traditional financial service clients with their digital transformation. Joe also leads RSM's specialty finance practice for the Great Lake Region. Joe has expertise servicing fintech and online lenders, direct to consumer lenders, sales financing lenders, purchasers of automobiles and other retail installment contracts, rent-to-own companies, title lenders, purchasers of distressed debt, mortgage originators and servers, and various types of commercial lenders. Joe has vast experience providing and supervising audit, consulting, and risk management services to entities ranging in size from startup companies to international organizations. Joe also has extensive experience in transaction advisory services working with private equity groups, venture capital firms, and clients. Joe earned his bachelor's degree and MBA from Eastern Illinois University.   Host Information Gina Cocking Gina Cocking serves as the Chief Executive Officer of Colonnade Advisors. She returned to Colonnade as a Managing Director in 2014. Gina began her career in investment banking at Kidder Peabody, was an analyst at Madison Dearborn Partners and an associate at J.P. Morgan & Co. She was a Vice President at Colonnade Advisors from 1999 to 2003. She left Colonnade to gain operating experience as the Chief Financial Officer of Cobalt Finance, a specialty finance company. She went on to become the Chief Financial Officer of Healthcare Laundry Systems, a private-equity backed company for which she oversaw the successful sale to a strategic acquirer. Gina served as the Line of Business CFO \u2013 Consumer Banking and Lending at Discover Financial Services. Gina serves on the Board of Directors of CIB Marine Bancshares, Inc., a bank holding company based in Waukesha, Wisconsin, that operates banking offices in Illinois, Indiana, and Wisconsin. Gina received her BA in Economics and an MBA from the University of Chicago. Additionally, Gina holds the Series 24, 28, 79, and 99 securities licenses. Jeff Guylay Jeff Guylay is a Managing Director of Colonnade Advisors. Prior to joining Colonnade in 2000, Jeff was an investment banker at J.P. Morgan in the firm's Mergers & Acquisitions and Fixed Income Capital Markets groups in New York. He also spent several years in J.P. Morgan's Chicago office. Jeff has over 20 years of M&A and investment banking experience and has served as lead execution partner on over 25 M&A and financing transactions at Colonnade. Jeff received an MBA from Northwestern University's Kellogg Graduate School of Management and a Master of Engineering Management from the University's McCormick School of Engineering. Jeff received a BA from Dartmouth College and a BE from Dartmouth's Thayer School of Engineering. Jeff holds the Series 7, 24, 63, and 79 securities licenses. Jeff serves as a director of the non-profit Nurture, an organization dedicated to enhancing the nutrition and wellness of children and families. About the Middle Market Mergers & Acquisitions Podcast Get the insiders' take on mergers and acquisitions. M&A investment bankers Gina Cocking and Jeff Guylay of Colonnade Advisors discuss the technical aspects of and tactics used in middle market deals. This podcast offers actionable advice and strategies for selling your company and is aimed at owners of middle market companies in the financial services and business services sectors. Middle market companies are generally valued between $20 million and $500 million. *** For more information, read Colonnade's blog post, Accounting Due Diligence: https:\/\/coladv.com\/blog If you enjoyed this episode, subscribe to the podcast on iTunes, and please consider leaving us a short review. To learn more about Colonnade Advisors, go to https:\/\/coladv.com\/ Follow us on LinkedIn, https:\/\/www.linkedin.com\/company\/colonnade-advisors-llc_2 ","author_name":"Middle Market Mergers and Acquisitions by Colonnade Advisors","author_url":"https:\/\/coladv.com\/","html":"