CYBS is headed by a group of seasoned professionals with extensive experience in the area of corporate financial management.

We consult with Clients in the following areas:

  • Business Plans – Business Plans are written principally to solicit capital from investors or debt from financing institutions. Business Plans outline the Client’s business goals, the reasons why such goals are achievable, and the operating plans that must be implemented to achieve those goals. Business Plans are written not only by new Start-up businesses, but by existing, even mature, businesses, when they are in the process of undertaking a shift in their business model, such as a vertical or horizontal expansion, or the introduction of new business segments.
  • Strategic Planning – Strategic Plans are developed by businesses in order to define the organization’s strategy, the “raison d’etre” (Why are we in business?) that all the stakeholder can rally to. The agreed upon strategy lead to the definition of the future direction of the organization. That definition also leads to decisions about the allocation of resources to pursue the strategy.
  • Budgeting, Long-Term and Short Term – The purpose of a budget is to monitor the actual versus the planned operations of the business, in short defined periods, usually monthly, but could weekly, or by the season. The budget allows management to monitor the cost of operating the business almost in real time, and to take corrective actions sooner, rather than later. The budget is a monetary and quantitative expression of the Client’s Operating Plans for a defined period of time, usually annual, but not more than three years. It usually includes planned sales volumes and revenues, planned volumes and costs of goods (or services) to be sold, salaries and wages expenses, variable and fixed operating expenses, occupancy costs, and planned profit or loss, changes in cash and other assets and liabilities. Budgets can be broken down by business unit, profit centers, and cost centers.
  • Product Line Profitability – Businesses can and do measure performance and profitability for the entire enterprise through the preparation of the Income Statements. However, many businesses miss the mark when measuring the profitability of individual products or product lines, because of the very intricate sharing of resources, such as equipment, buildings, materials, capital and personnel.
  • Cost Saving Programs – Cost Savings Programs are structured plans with the goal of reducing the current level of costs incurred by the business. Generally they are developed during the preparation of a Budget, or in response to poor performance compared what had been planned.
  • Financing – All organizations need funding to operate: businesses need it; hospitals need it; even Not-for- profit and charitable organizations need it. Most businesses obtain their initial funding from the founders, or initial investors. Thereafter, much of the funding comes in the form of bank debt, such as Lines of Credit, Term Loans, Mortgages, etc., which may be secured or unsecured by the business assets. Bank debt must be paid back within a specified is period of time, with interest.
  • Bank Workouts and Turnaround Assistance – Sometimes, businesses fail to pay back their bank loans as originally prescribed, as a result of sustained losses, business reversals, etc. Rather than filing for protection from creditor, including banks, business can renegotiate the terms of the loan with the banks Workout Department. Generally this can be accomplished when the Bank is able to review the enterprise’s Turnaround Plan, and gain confidence that renegotiating the loan is preferable to liquidation.
  • Business Valuations – Business valuations are performed for a multitude of uses, such as Mergers or Acquisitions, Valuation of Stock for minority shareholders, partitioning Marital Assets, Valuation of Estate.