You may recall the story about Alexander Litvinenko, the Russian émigré and former KGB man who was poisoned in London.  In November 2006 Litvinenko suddenly fell ill and was hospitalised in what was established as a case of poisoning by radioactive polonium-210 and resulted in his death within days.  

The British investigation into his death and subsequent Russian stone-walling, contributed to the further cooling of Russia–United Kingdom relations.   You think, so what – an obvious case of the Russian hierarchy sending an unmistakable message to its émigré citizens.  But on deeper investigation: why would the Russians – obvious experts at assassinations (Source: Austin Powers, James Bond et al) have used such an unusual and highly visible method.  After all, Polonium is only manufactured in one secret Russian city, and virtually the entire supply is exported to the USA.  The Polonium left a trail of radio-activity from the London restaurant to hotels, airplanes and virtually to the Kremlin's front door.  Who would be most interested in damaging UK and European relations with Russia?  And why? Anti-Russian government provocateurs? The CIA?  The Iranians or Al Qaida?  Clearly, all is not as it seems…

Which is exactly the point that B2B CFO Founder, Jerry Mills, makes in his book - The Danger Zone .  Many business owners create companies that take off rapidly.  In the early stages a business has cash, sales are rising, employees and customers are happy.  But then things start to go wrong...and all is not as it seems.  The business owner starts to:

• Misjudge how well or how poorly the company is doing
• Make mistakes in reading financial and operational instruments provided by internal staff
• Feel their companies are climbing up in cash when cash is really taking a nose-dive
• Make poor choices based on faulty or misinterpreted external data

 In the early growth stages the business owner is building relationships with customers and vendors, running a lean operation with a finger on the pulse.  As growth continues, attitudes start to change and problems arise with employees, customers, cash, lenders and time management.  All these problems are symptoms of infrastructure outgrowth and the company has entered the Danger Zone.

 Fixing this infrastructure outgrowth requires the business owner to focus once more on Finding activities: new sales, customer relationships, product strategy and have someone else take over the Minding activities of the company: finding cash, interpreting and presenting information, training staff, dealing with lenders and assisting with strategy.  This is exactly what a B2B CFO^® does for you.

 To follow the trail and find out what is really going on in your business, contact David Kirkup, B2B CFO^® ,on 770 845 6897.