How Professional Services Firms Can Embrace Risk Management as an Opportunity for Growth and Success

How Professional Services Firms Can Embrace Risk Management as an Opportunity for Growth and Success

The success of professional services firms is often dependent upon a firm’s ability to deliver exceptional results for clients, but this goal is not without an element of risk. With the uncertainties and potential pitfalls of business, it’s essential that firms adopt a proactive approach to risk management. Read on to learn how embracing risk management can help companies safeguard against potential threats while also recognizing an opportunity for growth and success.

Strengthening Client Trust

Proper risk management practices emphasize a firm’s commitment to delivering consistent and reliable results. Clients are more likely to trust and choose a company that takes a proactive stance in reducing potential risks. This trust can translate into long-term partnerships and increases client loyalty.

Improving Decision Making

Effective risk management involves collecting and analyzing data to make informed decisions. This data-driven approach helps firms to identify worthwhile opportunities and make key decisions that drive growth. It minimizes the likelihood of making impulsive, uninformed moves that could negatively affect the company’s future.

Fostering Innovation

Risk management prompts companies to explore innovative solutions to address potential challenges, and it fosters a company culture of continuous improvement. When firms embrace innovation, they are more likely to come up with new service offerings, which provides a competitive edge in the market.

Enhancing Operational Efficiency

By identifying and reducing operational risks, companies can improve their internal operations, streamline workflows, and optimize resources. This increased efficiency can lead to reduced costs as well as a boost in overall productivity, which means firms are better positioned to effectively handle more clients and projects.

Navigating Market Volatility

Companies that embrace risk management and have a contingency plan in place are better equipped to navigate market volatility. These firms are able to adapt quickly to changing circumstances and maintain stability while taking advantage of emerging opportunities.

Attracting Top Talent

Skilled professionals want a workplace that fosters stability and growth. A strong risk management culture signifies a well-organized and responsible firm, making it an attractive workplace for top-tier talent.

Implementing Effective Risk Management Strategies

To fully benefit from risk management opportunities, professional services firms should think about adopt the strategies discussed below.

Assess and Identify Risks

In order to identify both potential threats and potential opportunities within the company, a thorough risk assessment should be conducted. Understand how various risks can interact and how they could impact the business.

Make a Plan

Develop strong risk reduction plans that address any identified risks. Assign responsibilities, establish timelines, and allocate resources for effective risk management.

Monitor Risks

Companies should use data analytics to continuously monitor and evaluate risks, and employ real-time data to make quick and informed decisions.

Encourage a Risk-Awareness Culture

Inspire a company-wide risk-awareness culture by training employees at all levels to recognize and report risks immediately.

Review and Adapt

An ability to be flexible and adapt to an evolving business landscape is crucial to maintaining a successful risk management program. For this reason, professional services firms should regularly review risk management strategies and make any necessary adjustments.

Recent Changes to SBA Loan Programs Make Access to Loans Easier for Small Businesses

Recent Changes to SBA Loan Programs Make Access to Loans Easier for Small Businesses

The Small Business Administration (SBA) recently changed the rules that apply to both the 7(a) and 504 loan programs. The goal is to streamline the loan application process, broaden the amount and variety of lenders, and relax regulations in order to reach more small businesses, particularly those in underserved communities. Below we’ll go over the recent changes to SBA loan programs.

SBA Loan Programs

The SBA is a lender of two small business loans. The most popular loan is the 7(a) loan, which can be used for real estate, equipment, acquisitions, and other working capital. It has a maximum borrowing limit of $5 million. The 504 loan is the other loan program offered by the SBA, and it is generally used for real estate or land loans, with fixed interest rates and maturity up to 25 years. It has a maximum borrowing limit of $5.5 million.

Expanding Approved Lenders

Prior to the Covid-era Paycheck Protection Program (PPP), the SBA had limited the number of approved SBA lenders to a select handful. This limit was lifted considerably with the PPP program, and the new rules do away with a cap on the number of approved lenders altogether. The goal is to increase the number of loans distributed and reduce the timeline of loan applications.

New Criteria

The SBA is simplifying the evaluation process for borrowers by removing some criteria. Previously, multiple factors were considered when assessing potential borrowers, including the character and reputation of the applicant, experience and depth of management, projected cash flow and future prospects, invested equity, and value of collateral. However, the new rules look at only the applicant’s credit report, cash flow, and equity or collateral. Removing “character and reputation” from the list of criteria helps to eliminate any individual bias in the loan process.

The new rules also allow borrowers to use 7(a) loan proceeds to fund partial changes in the ownership of the business. In the past, a 7(a) loan could only be used to fund a full change in ownership. This move grants borrowers more flexibility to restructure the business.

Finally, the SBA is implementing new technology to figure borrower eligibility. This should help curtail the burden on SBA lenders and simplify the process in order to boost lending.

New Determining Authority

When a small business 7(a) and 504 loan application or modification request is denied, either the Director of the Office of Financial Assistance or the Director’s designee(s) are authorized to make the final decision on reconsideration. Previously, only the Director of the Office of Financial Assistance had this authority. This change is to help enact fair and timely loan reconsiderations.

No More “Credit Elsewhere” Test

Finally, the “credit elsewhere analysis” that was a required component of the SBA loan process is reduced to a “check the box” with no need for corresponding paperwork. This was a step in the process that proved all other possible sources of funding had been exhausted, justifying the need to obtain SBA financing.

 

 

Small Retailers Can Use These Strategies to Compete with Larger Stores

Small Retailers Can Use These Strategies to Compete with Larger Stores

Small retailers often find it challenging to compete and thrive in markets driven by big stores and retail chains. However, with the right strategies and a focused effort, small retailers can carve out a niche and strongly compete with larger stores. Here are some key strategies that can help small retailers compete successfully in a crowded marketplace.

Embrace Personalized Customer Service

A significant advantage that small retailers have over larger stores is their ability to provide consistent personalized customer service. By fostering a welcoming atmosphere, small retailers can build strong relationships with their customers and tailor their offerings to meet customers’ unique needs and preferences. Independent retailers should strive to greet customers by name, remember their previous purchases, and offer product recommendations. To help with this, consider implementing point-of-sale software with built-in customer management tools. Additionally, retailers can also consider offering multiple services to address client needs, such as free gift wrapping, personal shopping assistance, and customization options. By going the extra mile to meet customer needs, small retailers can differentiate themselves and create a loyal customer base.

Curate Unique and Niche Product Selections

Larger stores may be able to offer a wider range of products, but small retailers can compete by curating unique and niche products that might be challenging to find in large retailers. By carefully selecting products that align with their target market’s interest and preferences, small retailers can offer something different and exclusive, establishing themselves as a go-to destination for customers seeking these harder-to-find items. To be successful at this, small retailers should continuously have conversations with customers about the lates trends, and update their product offerings in order to stay ahead of the competition.

Focus on Local Community and Connections

Small retailers can build a strong local community presence. They are in a unique position to build connection with their communities by partnering with local organizations, sponsoring community events such as sports leagues and charity events, and collaborating with other small businesses to promote each other and create a sense of unity. Actively engaging in the local community allows small retailers to enhance their brand visibility and create a positive reputation as a trusted and credible local retailer.

Embrace Technology

Small retailers don’t typically have the same financial resources as larger stores, but they should still consider reaching a broader audience with a strong online presence. Setting up an online store and promoting products through social media platforms can help small retailers attract customers who prefer the convenience of online shopping. Additionally, small retailers should utilize customer relationship management (CRM) software to help analyze customer data, personalize marketing efforts, and establish long-term customer loyalty.

 

 

The Secure Act 2.0 Delayed the Starting Age for Required Minimum Distribution, but is This a Good Move?

The Secure Act 2.0 Delayed the Starting Age for Required Minimum Distribution, but is This a Good Move?

The passage of the Secure Act 2.0 in December of 2022 pushed back Required Minimum Distribution (RMDs) from age 72 to age 73 in 2023 (and age 75 in 2033). While proponents of this move argue that it provides advantages, such as allowing individuals more time to accumulate wealth in their retirement accounts, others warn that it could be a tax trap. Below we explore the potential pitfalls and drawbacks of this delay.

More Income Tax and Higher Medicare Premiums

While proponents argue that individuals will have more time to accumulate wealth in their retirement accounts without being required to withdraw a specific amount each year, it’s important to remember that RMDs are subject to income tax. By delaying the distributions, you risk ending up with significantly larger distributions in the future, resulting in higher tax liabilities when you eventually begin taking withdrawals. This could potentially push you into a higher tax bracket, increasing your overall tax burden and possibly negatively impacting what you pay for your Medicare premium as this is always based on your taxable income from two years prior.

Higher Tax on Social Security Benefits

If you have taxable income as well as Social Security benefits, such as your RMD, that can affect how much your Social Security benefit is taxed. If your adjusted gross income is more than $25,000 for single filers ($32,000 for joint filers), your Social Security payments can be taxable. If an eventual RMD will trigger that tax, an earlier withdrawal from your account may be the better move.

Consequences for Beneficiaries

Delaying RMDs could have unintended consequences for beneficiaries of inherited retirement accounts. Under current rules, non-spouse beneficiaries must withdraw the funds within ten years of the account owner’s death. This means that heirs who inherit the deceased owner’s account must distribute the entire account in 10 years. If those heirs are in their prime working years, they could likely pay a federal tax rate of 24% to 37%, plus another 3% to 12% in state income taxes. And the distributions could push their “other income” above the income thresholds ($200,000 for single filers and $250,000 for joint filers). By delaying RMDs, you could be dumping a hefty tax bill on your heirs.