|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
We hope you have concluded that JCA
can economically provide a wide range of services. However, there are
four areas which we would like to highlight. They are, in
order of popularity: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
While Acquisition Due-diligence is
self explanatory, you may want to review more detail about the other
services by
scrolling down the page. Or, if one particularly catches your eye,
"click" on it above and go directly to it. |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Evaluation of Outside
Resources |
|
|
|
|
|
|
|
|
|
|
|
|
This service
is simple and inexpensive, yet its importance today is paramount. You
have only to ask the shareholders and employees of Enron to similarly
conclude.
Whether it be
your accounting firm, data processing vendor, operations auditor or even
a regulator on whose information you hope to rely, we can quickly
evaluate the accuracy and quality of their submissions completely and
confidentially.
We will
address such issues as: |
|
|
|
|
|
|
|
|
|
|
|
|
|
Is all
information submitted to you? We will review all “work papers” to so
determine because not having access to those documents is an initial “red
flag.” |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Are the reports to your Management and your Board consistent with
the work papers? |
|
|
|
|
|
|
|
Does the Board get the same information as Management? |
|
|
|
|
|
|
|
Are the submissions “fresh” or show signs of being “cloned” from
previous work. |
|
|
|
|
|
|
|
Are notable “repeat” exceptions sufficiently highlighted and have
they been adequately explained and corrected? |
|
|
|
|
|
|
|
Are there information “bottlenecks” between your outside resource,
employees, Management and the Board? |
|
|
|
|
|
|
|
Do
“unusual” accounting procedures exist? If so, is there universal
corporate awareness of their existence and the potential
consequences of their use? |
|
|
|
|
|
|
We again
emphasize that we will conduct our review with whatever degree of
confidentiality is directed by your company . . . and, the recipients of our
report (including recommendations for action) can be determined in
advance. |
|
|
|
|
|
|
|
|
|
|
|
Board & Annual
Meeting Presentations |
|
|
|
|
|
Your Board of Directors (or Annual) meeting is just around the corner
and, as a Director, you're thinking: |
|
|
|
|
|
|
|
|
|
|
|
|
|
"Am I getting all of the
information I need to help form policy, evaluate management
performance and minimize my personal liability?"
"Do my shareholders
understand what we’re doing, and why?"
"Do I get the 'bad' news as
well as the 'good'?”
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Or,
as Senior Management, you wonder: |
|
|
|
|
|
|
|
|
|
|
|
|
|
"Have I
told them every thing they need to know?"
"Am I offering plans and
strategies or just reporting 'numbers'?"
"How can I reduce the loss of
“PPP” (potentially profitable productivity) that occurs while
preparing for Board and Annual Meetings?"
|
|
|
|
|
|
|
|
|
|
|
|
|
|
We can help
eliminate these, and similar concerns, by assuming responsibility for
the preparation of your Board and/or Annual Meetings. You may be
surprised to learn that we can accomplish this at a cost less than what
you are spending now in preparation time and lost "PPP.”
In so doing
we will:
(1) Meet with your
Board and Management to determine and codify exactly what information
is desired and how you want it presented.
(2) Design a
desktop (or laptop) computer driven information matrix that will allow
your staff to compile the information during the normal course of
their duties and communicate it to us.
(3) Prepare the
presentation and submit it to Management (and the Board, if that is
desired) in a time frame sufficient for review, abridgement and
distribution prior to the meeting.
(4) Prepare a
presentation format utilizing your preferred software ( MS Power
Point, Corel Presentations, etc.), “display board” outline, or simply
a script for your presiding officers. Whatever the format, a complete
outline of the agenda will be provided.
(5) Assist with the
presentation, if requested.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Corporate Attention Deficit
Disorder |
|
|
|
|
|
Does this ever happen
in your organization? |
|
|
|
|
|
|
An important policy or
procedure, effectively researched, formulated and written, is
adopted and distributed. Then, at a fateful moment, a critical
element of that policy or procedure is not observed or ignored
altogether. |
|
|
|
|
|
|
|
An employee (or
group of employees) is continuously involved with company business
that is outside the parameters of his/her (or their) specific job
description and responsibilities thereby creating varying degrees of
internal strife. |
|
|
|
|
|
|
|
You strive
diligently to provide a healthy work environment and good benefits.
However, employee turnover is high and/or unionization becomes a topic of
interest and discussion. |
|
|
|
|
|
|
|
Your management
team observes that: “we don’t get feedback” or “they just don’t seem
to get the message." |
|
|
|
|
|
|
Sound
familiar? These are just a few of the behavioral patters that we at JCA
have discovered accrue to an ever increasing condition in business
enterprise. We call it Corporate Attention Deficiency Disorder, or
CADD, because it mirrors that human condition where conduct and
information receptivity are inconsistent with so called “standards.” And, like the struggling student with ADD (or ADHD if hyperactivity is
also a symptom), the company with CADD must discover that its “cure”
lies not with treating components (employees, managers, the Board,
etc.), but rather understanding and dealing with how they interact.
Physicians
use a grouping of chemicals to treat human ADD. Similarly, we at JCA
address CADD with a combination of remedial elements: |
|
|
|
|
|
|
An “awareness”
model, designed for your Company, showing where CADD infection has
occurred. |
|
|
|
|
|
|
|
Training at
whatever level required. |
|
|
|
|
|
|
|
Computer driven
information feedback that gives executive management advanced
warning of negative issues. |
|
|
|
|
|
|
What do you have to do?
Nothing complicated we assure you:
(1) Recognize that
you have a challenge.
(2) Find support
(That’s us!)
(3) Believe in your
company’s objectives.
(4) Believe in
yourselves as owners and/or managers.
(5) Know your
strengths and have a desire to capitalize on them.
(6) Know your
weaknesses and seek to improve.
(7) Love to learn.
(8) Learn to love.
(9) Never give up.
CONTACT US . . . WE REALLY CAN
HELP! |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Home Page
Principal's Message
Recent Engagements
How We Operate
Exclusive Services
Associates
Associates (add'l info)
Email
Contact
Links |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|