CEO Takes on Debt for COO Hire Beyond Budget: Is It My Fault?
I previously informed the team that if they required financial forecasting or related tasks, these were beyond my current capabilities.
Our payroll and contractor expenses consume nearly all our available profit, and these costs are escalating due to an inability to decline raises and the decision to provide health benefits. With gross profits ranging from $54K to $70K, payroll expenses have surged to approximately $52K-$57K monthly.
Now, a $150K per year, full-benefit COO has been hired, financed through $150K in accessible lines of credit. I’m curious if it’s common practice to incur this level of debt to sustain a COO position.
Thanks to my involvement and insights, our net profit margin has improved from 2% in 2022 to roughly 13% today. While our overall cash flow is positive, the month-to-month figures are highly volatile due to all customers being on Net 30 to Net 60 payment terms. Additionally, we’re heavily invested in settling previous debts, along with the owner drawing $45K in distributions and a $150K salary.
I’m increasingly frustrated. I’ve made it clear that financial forecasting and advisory tasks fall outside my role’s scope. I strive to offer guidance and suggestions where I can, yet I’m facing pressure for not suddenly transforming into a controller.
Feeling overwhelmed.
One response
It’s understandable that you’re feeling frustrated with the current situation, given the financial complexity and significant decisions being made around you. Let’s break down your concerns and provide some guidance that might help you navigate this scenario:
Understanding the Situation
This suggests the company is at high operational risk, as nearly all gross profit is consumed by payroll.
Debt to Fund a COO Hire:
A $150K annual salary for a COO, with full benefits, is a significant commitment, particularly when funded through debt, and could strain cash flow further.
Cash Flow Variability:
Net 30 to Net 60 customer payment terms can create inconsistent cash inflows, complicating financial planning.
Owner’s Withdrawals:
Evaluating Expectations and Responsibilities
You’ve been clear that financial forecasting and complex advisory are beyond your current responsibilities and expertise, yet expectations seem shifted onto you. Reinforcing your capacity and boundaries is important to manage expectations.
Performance and Value:
Recommendations and Steps Forward
Arrange a meeting with leadership to discuss your role, including limits of your current financial expertise. Frame the discussion around aligning expectations and the need for a more robust financial strategy.
Seek External Financial Expertise:
Recommend hiring or consulting with a financial expert, such as a CFO or financial advisor, to assist in strategic planning and forecasting. This could prevent placing undue pressure on your position.
Financial Reassessment: