About

“Now That’s A Good Question!”

Business owners continually ask us at NMBC some very good questions. One of our goals is to answer those questions. Therefore, in every newsletter we will select a question, or two, for NMBC’s Founders, Bruce Gillmore and Mick Lierley to answer. Please see the reverse side for instructions on how to submit your question(s).

Q: How Do I extend the life cycle of my business?

A: A business, much like a person, has a life cycle. Generally, a business will go through the stages of Introduction (birth), Growth (childhood & adolescence), Maturity (adulthood), Decline (old age), and Abandonment (death). If a business can survive the Introduction stage and evolve into the Growth stage it would be considered a success. Most new businesses (up to a reported 75%-90%) do not survive the Introduction stage. A good rule of thumb for a successful Introduction phase for a business would be 2-3 years. Unlike a person, a business does not have an inevitable timeline of development. The Introduction and Growth stages may vary by years from one business to another. Likewise, the Maturity stage of a business is not predetermined, and can be extended through proper management and foresight. One could view proactive management as a veritable “Business Fountain of Youth”! As a business evolves from one stage to the next, new problems and opportunities present themselves. These times can be both exciting and stressful, and this is precisely when NMBC can be most helpful. From time to time, take a moment and ascertain your business’s life cycle.

Q: Why is it “Risk Free” to do business with New Millennium Business Consultants?

A: NMBC does not work on a billed-hours basis, but rather we provide solutions in the form of pre-defined deliverables. That combined with the client not being charged for a deliverable, until it has been accepted with complete satisfaction, is why there is really no risk in doing business with NMBC. Obviously, we are very confident in our ability to completely satisfy our clients with solutions that really work.

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You are about to participate in an exciting and productive process – the completion of a complimentary Analysis of your business. Regardless of the level of development in your business, whether you’re a small business with a few employees or have been managing your own business for years, the Analysis represents a line in the sand – a starting point, if you will, for creating a business you can live with.

 

Thousands of small business owners have taken advantage of this opportunity by completing this Analysis. By looking at their business through someone else’s eyes, most have come to realize new opportunities for increasing personal income, business profits, and productivity. 

 

To receive this introductory Analysis, fill out the personal information below and send it immediately to American Business Dynamics. Then we’ll send you a complete Business Analysis Packet and call to set up an appointment for an in-depth consultation with one of our Certified Coaches. In one session (generally 11/2 hours), you’ll learn how to make your business more profitable and more manageable.

 

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Consultancy based accountancy” has evolved as the result of a stream of assignments.

Current work includes the Xero accounting package and barrister briefs.

The main accounting work has been trust and company compilation, and taxation work performed on behalf of a chartered accountancy practice; whilst the principal was on frequent overseas (London, Paris and New York) business trips, or has had exceptional workloads. 

Major assignments completed have included:

Major international advertising company (2000)

Analysing in detail the financial performance of the direct marketing group and the online/interactive group for management.  The results of this analysis were used to realign the direct marketing group after the takeover of the company by another group  

Friendly Society Investigation (1994)

Preparing detailed work papers, to assist an investigator, who had been appointed to investigate the multi-million dollar collapse of a Friendly Society.  the investigator submitted his report to the Friendly Societies’ registrar, who had commissioned the investigation after Tasman M.P., Dr. Nick Smith, had expressed his concerns.  Charges of negligence and professional misconduct were subsequently held against a Wellington solicitor.

Insider Trading Case (1993)

Assisting a barrister, for the Court of Appeal hearing; in the issues of write-offs, write-downs, negative pledge ratio breach and the impact on the “going concern” status of the accused company.  The appeal under the new “complaining shareholder legislation” was unsuccessful.

Major government department (1991)

Evaluating, as a member of the “Farrant Review Team”, the financial management systems of the Department.  The Department was the largest consumer of public funds with an appropriation in 1991 of nearly ten billion dollars (five hundred million of which were for administrative costs).  Many of the recommendations made by Mr. Farrant in his report were implemented and others involving structural issues were taken into account in the course of the Department’s organisational review.

Major Petroleum exploration comapny (1990)

Setting up a computerised accounting system for the general ledger.

A separate recording and monitoring system was also set up for oil futures traded by the company on the New York Mercantile Exchange.  The very profitable hedges, determined by the board, were disclosed in the subsequent annual report of the company.

New Zealand Post (1989)

On the recommendation of the auditors (Coopers and Lybrand); assisting senior management in finalising the first audited annual report of New Zealand Post – the new state owned enterprise.  After co-ordinating substantial work, especially in the bank reconciliation area, the annual report was completed and the auditors issued an “unqualified report”.

The Rural Banking Corporation of New Zealand (1989)

Reviewing branch/head office financial reporting for management.  After visiting sample branches in Dunedin and North Auckland, branch-clearing accounts were identified as requiring follow-up.  The auditors subsequently confirmed the correct branch/head office interface.

The New Zealand College of Management (1989-1992)

Designing and selecting presenters for the first week long course of “finance for senior executives” in 1989.  The courses, each year, were then directed (including sourcing additional presenters) until 1992.

The New Zealand Shipping Corporation (1986)

Reviewing the accounting function of the Sydney office and subsequently reviewing of the accounting function of the United States offices, in Long Beach (California) and Newark (New Jersey).  The reviews resulted in closer oversight of the Sydney office from New Zealand and the immediate appointment of a financial controller in the Long Beach office.

Training:

Compulsory professional education as required by The Institute of Chartered Accountants in Australia and the New Zealand Institute of Chartered Accountants

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Our Approach

You could also call this heading “Our philosophy” or “Our vision.” This is t

Our Services

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Financial Advice

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Investment Planning

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Safe And Secure

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Creative Team

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Ethan Rothell

Ethan Rothell

CEO

Jennifer Chapman

Jennifer Chapman

Director of Operations

Josh Lundstrom

Josh Lundstrom

Design Director

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Reach Us

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13005 Greenville Avenue,
California, TX 70240

+22 140 006 754

contact@divifinance.com

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