THE HARRY AND ROBYN TEAM
“We were fumbling around in the dark, and our ‘process’ — if you could call it that — was to run out of money, frantically sell something, and then repeat the cycle.”
The Challenge: Financial Strategy
What’s scarier than one company with neglected books? Four companies all operating under the same parent organization — and all of them with neglected books.
The chairman of one of the sub-companies is candid in his description of the state of things before OWL came in:
“We really had no idea what we were doing when it came to bookkeeping,” he said. “We were fumbling around in the dark, and our ‘process’ — if you could call it that — was to run out of money, frantically sell something, and then repeat the cycle.”
Tax season was a nightmare, and they were spending into the six figures annually on accounting staff who were, unfortunately, as clueless as everyone else.
They needed help.
The Team
Initially, OWL brought in bookkeeper Robyn Krohn to clean up the books. Robyn rolled up her sleeves, but everyone soon agreed the books weren’t the only thing that needed help.
That’s when Harry Miller, OWL CFO, stepped in.
The Action
While Robyn made sense of the books for all five companies, Harry staged something of an intervention.
In the chairman’s words, Harry “took the bull by the horns” and completely overhauled their business processes.
“Harry helped us identify and implement processes that we didn’t even know existed, let alone that we needed them in our businesses.”
The Result: Better Data Analysis Leading To Better Strategies
One year later, the chairman says, “without hesitation,” that the companies are run completely differently than they were before OWL came in.
The chairman calls Harry a godsend and says he was more like a turnaround guy than a CFO.
The arrangement with OWL was always intended to be temporary. The companies opted to hire a full-time, permanent bookkeeper, and Robyn worked side by side with her for a year.
By the time Robyn moved on, the new bookkeeper had clean books and clear directives.
Operations are night and day from the pre-OWL era — in the best way possible. “Our goal was to stand on our own two feet, and OWL helped us get there,” says the chairman.
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