Broker Check

Profit Maximization

As a business owner what is likely your biggest asset? What will potentially create the most value, lifestyle, and benefit to your family and associates? What will give you a chance to pass your values and legacy on to the second or third generation?

No surprise. The answer is… YOUR BUSINESS.

Would it be nice to work with an advising company with people who understands this concept? Advisors who are also business owners? Advisors who have experience in commercial, investment, and private banking, and that can integrate personal, family, and business planning?

Many advisors are unable or unwilling to delay a larger investment relationship until after a business owner sells, transitions, or closes the business. Nor do many advisor firms possess commercial banking, contract CFO, or business manager skills that a business owner can hire to add value to or improve their business.

Whether the desire is for purely investment related service or broader financial consulting services related to select aspects of your business, Gibborim Financial can help. Some examples of how we have worked with business owners are listed below.


Result: Increase in market value of business, increase in payout to owner, family crises aversion, key staff retained, succession plan established.

Problem: No significant thought, discussion, or planning had been conducted around succession planning, technically or rationale.

  • Type of purchase had not been explored in detail – family, competitor, hedge fund, etc.

  • Default successor assumed – but, when discussed, intended successor (child of owner) had no interest in actively running the business.

  • No thought of impact on senior management team – when confidentially discussed, most of the team intended to leave the company if the intended successor was given ownership and control.
  • Liquidity assumption – assumption that successor/buyer and the desired price would be available at intended time of retirement (major gaps were identified).

Solution: Key data and questions reviewed, collaborative solution alternatives developed, key strategy executed.

  • Questions and associated data, implications, and resources explored in detail.

  • Family, business, and external stakeholders engaged selectively and precisely to ascertain desires, intentions, and perspectives under different potential courses of action.

  • Outside consultants hired to confirm marketability, likely value, and funding options.

  • Strategic plan created to bridge gaps from where the business was at present to where it needed to be at time of owner’s intended retirement, including development of key people and exact company structure.
So, what is SEMP?

So, what is SEMP?

SEMP is a structured, modular, and systematic method to increase business profit from increasing gross revenue and improving operational efficiency.

Many business owners are engrossed in running their day-to-day business operations and are not large enough to employ qualified staff in key areas- leaving them with several disadvantages and typically not enough time to critically analyze or think about their business.

It is analogous to having a treasure map and access to sufficient resources that can result in finding substantial hidden treasure, but simply never spreading the map out and using it.

So, how does a time and resource strapped business owner open the map or get started on their hunt for treasure?

Targeted business consulting.

Engaging with a consultant- collaborating on goals, situation, resources, and assessing key areas that can be targeted for improvement designed to increase gross revenue, net profit, or operational efficiency.

Some of the key areas available to action include but are not limited to the following 14 areas.

SWOT Analysis

  • SWOT Identification & Analysis
  • Improving Strengths
  • Reducing Weaknesses
  • Capitalizing on Market Opportunities
  • Minimizing Effects of Threats


  • Effective vs Efficient Operations
  • Supply Chain Management
  • Financing Selection
  • Human Resources
  • Company Culture
  • Payroll Processing
  • Technology Investment


  • Strategic Approaches
  • Business planning vs. Strategic Planning
  • Alliances
  • Vertical integration

Basic Accounting

  • Financial Statements
  • Assets and Liabilities
  • Cash vs. Accrual Accounting
  • The Accounting Equation

Financial Statements

  • Treasure Chest in Waiting
  • Story of Your Business
  • Financial Reviews
  • Common-sizing Statements
  • Root Cause Analysis
  • Trend Identification
  • Common Financial Pitfalls

Revenue & Expense Review

  • Revenue Review & Analysis
  • Gross Profit Margin Analysis
  • Increased Cash Flow
  • Internal Transactions controls
  • Expense Review & Analysis
  • Revenue and Expense Variance Report

Assets & Liability

  • Asset Reviews
  • Liability Reviews
  • Restructuring Long-Term Debt

Ratio Analysis

  • Preventative & Detective Controls
  • Cash and Inventory
  • Accounts Receivable & Payable
  • General Control Measures


  • Budgets vs Forecasts
  • The Budget Process
  • Budget Variance Report
  • Capital Budgets and Cash Expenditures

Fraud Prevention

  • Risk Assessment Review
  • Understanding Fraud Structure
  • Common Types of Fraud
  • Preventing Fraud
  • Risk Assessment Scorecard

Internal Controls

  • 7 Core Profitability Ratios
  • Cash Conversion Cycle
  • Peer Identification & Comparison


  • Equity vs Debt Financing
  • Determining Burn Rate
  • Sources of Money, Beyond Debt & Equity
  • Angel Investors & Venture Capital
  • Preparing for Investors or Lenders

A few examples of other questions that may be reason to contact Gibborim Financial include:

  1. Do I have the right type of retirement plan? How competitive are my choices and fees?
  2. Should I put more money into the business, paydown debt, or save more?
  3. Can I meet sales and growth targets with my current capital structure, or will I need to plan on adding further financing or capital?
  4. What is the general financial health of my business? How are key financial metrics looking?
  5. How do I compare with peers? What are my strengths vs. areas for improvement?
  6. What is the best way to start succession planning?
  7. Is it possible to maintain lifestyle and current business operations while reducing personal workload and number of hours worked?
  8. Should I invest in real estate, hard assets, other businesses, or marketable securities investments?

Contact Gibborim Financial today to discuss questions, current problems, or to inquire what a potential consulting engagement may look like for your business. We are likely able to help, and if not, will let you know quickly.


If you have any questions or would like to explore potentially working together now or in the future, please contact Gibborim Financial at your convenience. Thank you.

Thank you!