Sum of All Numbers

Sum of All Numbers Providing RELIABLE, ACCURATE, and COST EFFECTIVE accounting solutions to meet your business needs.
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𝗧𝗵𝗲 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝘆𝗼𝘂 𝗯𝘂𝗶𝗹𝘁 𝗮𝗻𝗱 𝘁𝗵𝗲 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗯𝘂𝘆𝗲𝗿𝘀 𝘄𝗮𝗻𝘁 𝗮𝗿𝗲 𝗻𝗼𝘁 𝗮𝗹𝘄𝗮𝘆𝘀 𝘁𝗵𝗲 𝘀𝗮𝗺𝗲 𝘁𝗵𝗶𝗻𝗴.Most owners spend years building a suc...
06/17/2026

𝗧𝗵𝗲 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝘆𝗼𝘂 𝗯𝘂𝗶𝗹𝘁 𝗮𝗻𝗱 𝘁𝗵𝗲 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗯𝘂𝘆𝗲𝗿𝘀 𝘄𝗮𝗻𝘁 𝗮𝗿𝗲 𝗻𝗼𝘁 𝗮𝗹𝘄𝗮𝘆𝘀 𝘁𝗵𝗲 𝘀𝗮𝗺𝗲 𝘁𝗵𝗶𝗻𝗴.

Most owners spend years building a successful company, but few stop to consider what makes that company valuable in the eyes of an acquirer.

Revenue and profit matter, but buyers often evaluate factors owners rarely measure. How dependent is the business on the owner? How predictable is the revenue? How easily can the company grow without adding complexity?

Those answers often have a bigger impact on business value than many people realize.

Michelle and Shawn Walsh, CEO of Encore Strategic, will be discussing these topics and the eight drivers of business value in our June workshop.

If you're curious about what buyers actually look for and how to build a more valuable business, the registration link is in the comments.

𝗛𝗮𝘃𝗲 𝘆𝗼𝘂 𝗲𝘃𝗲𝗿 𝗱𝗲𝗹𝗮𝘆𝗲𝗱 𝗮 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻 𝗯𝗲𝗰𝗮𝘂𝘀𝗲 𝘆𝗼𝘂 𝘄𝗲𝗿𝗲𝗻'𝘁 𝗰𝗼𝗺𝗽𝗹𝗲𝘁𝗲𝗹𝘆 𝘀𝘂𝗿𝗲 𝘄𝗵𝗮𝘁 𝘁𝗵𝗲 𝗻𝘂𝗺𝗯𝗲𝗿𝘀 𝘄𝗲𝗿𝗲 𝘀𝗮𝘆𝗶𝗻𝗴?Leadership gets talked...
06/16/2026

𝗛𝗮𝘃𝗲 𝘆𝗼𝘂 𝗲𝘃𝗲𝗿 𝗱𝗲𝗹𝗮𝘆𝗲𝗱 𝗮 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻 𝗯𝗲𝗰𝗮𝘂𝘀𝗲 𝘆𝗼𝘂 𝘄𝗲𝗿𝗲𝗻'𝘁 𝗰𝗼𝗺𝗽𝗹𝗲𝘁𝗲𝗹𝘆 𝘀𝘂𝗿𝗲 𝘄𝗵𝗮𝘁 𝘁𝗵𝗲 𝗻𝘂𝗺𝗯𝗲𝗿𝘀 𝘄𝗲𝗿𝗲 𝘀𝗮𝘆𝗶𝗻𝗴?

Leadership gets talked about in terms of vision, communication, and culture.

But one of the biggest leadership tools rarely makes the list: financial clarity.

Every major decision in a business, who to hire, what to cut, when to grow, when to wait, has a number behind it.

The owners who make those decisions with confidence are not always the most experienced. They are often the ones who stay closest to what their numbers are telling them.

Most reactive decisions start the same way. The financial picture was unclear until it became urgent.

Proactive decisions usually start much earlier. Someone was paying attention before the pressure arrived.

Revenue trends. Profit margins. Cash position.

Those are not just accounting tasks. They are leadership tools.

Is your financial picture clear enough to support the next decision you need to make?

Financial progress does not require a complete system overhaul.It requires one small, specific action done consistently ...
06/15/2026

Financial progress does not require a complete system overhaul.

It requires one small, specific action done consistently until it becomes the default.
This week, pick one:

● Find one recurring expense that has not been reviewed in the last ninety days and decide whether it is still earning its place.

● Allocate profit before anything else gets paid this cycle. Even a small percentage set aside as non-negotiable starts building the habit.

● Pull the actual margin on one service line. Not the revenue. The margin. The number that tells you whether the work is worth the price it is being sold at.

Review payment terms with the top three clients. If the gap between delivering and receiving is longer than thirty days, that gap has a real cash flow cost worth knowing.

One action. This week. The compounding happens later but it only ever starts with the first one.

Every business owner has a financial stress point. Most have just never named it out loud.For some it is cash unpredicta...
06/12/2026

Every business owner has a financial stress point. Most have just never named it out loud.

For some it is cash unpredictability. The revenue is real but the timing is wrong and the gap between earning and receiving creates a constant low-level tension that never fully goes away.

For others it is pricing doubt. Rates feel too low but there is no clear data to justify raising them and no confidence in what the market will actually hold.

For some it is growth stress. Things are going well but scaling feels risky and the financial foundation does not feel solid enough to hold more weight.

And for others it is tax anxiety. That quarterly surprise that never quite gets less surprising no matter how many years they have been in business.

Naming the stress point does not solve it immediately. But it turns a vague sense of financial overwhelm into a specific problem with a specific answer.

What is the one financial challenge sitting heaviest right now? Share it in the comments or bring it to our free Facebook community where this conversation is always open.

Two companies. Both generating $1M in revenue. Similar industries. Similar margins.One gets an offer for $2.8M. The othe...
06/11/2026

Two companies. Both generating $1M in revenue. Similar industries. Similar margins.

One gets an offer for $2.8M. The other receives $5.7M.

What accounts for the difference?

It's not luck. It's not timing. It's understanding eight specific drivers that acquirers actually measure when they evaluate your company.

Most owners optimize for revenue and profit. Those matter. But they're just two of the eight factors. The other six? That's where the real multiple lives.

Here's what the data shows: Companies scoring 90+ on these eight drivers get offers at 7.1X earnings. Average businesses get 3.5X. Same work. Different structure. Double the outcome.

Shawn Walsh is walking through all eight drivers in our June workshop. Real examples. Real data. Real exit stories.

Thursday, June 25th. 12pm Pacific / 3pm Eastern. Free.

If you're curious what buyers look for beyond revenue and profit, the registration link is in the comments.

Most business owners think of financial reporting as a backward-looking exercise.Here is what happened last month. Here ...
06/10/2026

Most business owners think of financial reporting as a backward-looking exercise.

Here is what happened last month. Here is where the numbers landed. Report closed.

A fractional CFO uses the same numbers to look forward. Not just what happened but what it means for what comes next. Which margins are quietly signaling a pricing problem before it becomes a crisis. Which cash flow patterns are pointing toward a timing issue before it becomes a scramble. Where the next real growth opportunity is hiding inside the numbers the business is already generating.

The difference is not the data. It is the question being asked of it.

Reporting answers: what happened?

CFO-level thinking answers: what should we do about it and when?

That shift turns a set of numbers from something that gets filed away into something that actually runs the business.

𝗠𝗼𝘀𝘁 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗼𝘄𝗻𝗲𝗿𝘀 𝘁𝗵𝗶𝗻𝗸 𝗶𝗻𝗰𝗿𝗲𝗮𝘀𝗶𝗻𝗴 𝗿𝗲𝘃𝗲𝗻𝘂𝗲 𝗶𝗻𝗰𝗿𝗲𝗮𝘀𝗲𝘀 𝘃𝗮𝗹𝘂𝗲.Sometimes it does.But buyers often look at entirely differ...
06/09/2026

𝗠𝗼𝘀𝘁 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗼𝘄𝗻𝗲𝗿𝘀 𝘁𝗵𝗶𝗻𝗸 𝗶𝗻𝗰𝗿𝗲𝗮𝘀𝗶𝗻𝗴 𝗿𝗲𝘃𝗲𝗻𝘂𝗲 𝗶𝗻𝗰𝗿𝗲𝗮𝘀𝗲𝘀 𝘃𝗮𝗹𝘂𝗲.

Sometimes it does.

But buyers often look at entirely different things.

How dependent is the business on the owner? How predictable is the revenue? How concentrated are the customers? How easily can the company grow without creating more complexity?

Those factors often have a bigger impact on valuation than many owners realize.

The interesting part is that understanding these drivers does not only help when you're preparing to sell.

It changes the decisions you make today.

You start building a business that is stronger, more scalable, and less dependent on you.

These are some of the conversations Michelle and Shawn Walsh have been exploring recently, and the insights have sparked some great discussions.

Stress in a business does not always come from bad numbers.Sometimes it comes from not being able to see the numbers cle...
06/08/2026

Stress in a business does not always come from bad numbers.

Sometimes it comes from not being able to see the numbers clearly enough to know whether they are bad or not.

One client came in making decisions that looked reasonable on the surface. Revenue was steady. The team was busy. Nothing was obviously wrong. But every financial call felt heavier than it should have. Hiring, cutting a service, adjusting pricing, all of it felt like guessing in the dark.

When asked where the financial information actually lived, the answer was everywhere. Three apps. Two spreadsheets. A folder of invoices that had not been opened since February. Cash flow running as a rough mental estimate.

Once everything was consolidated into one view and reviewed weekly, the decisions did not get harder. They got faster. The stress was never about the numbers. It was about not being able to find them.

Organization is not an administrative task. It is a leadership one.

Profit does not disappear because business is slow. It disappears because it was never protected in the first place.Most...
06/05/2026

Profit does not disappear because business is slow. It disappears because it was never protected in the first place.

Most businesses run the same sequence every month without realizing it. Revenue comes in. Expenses go out. Team gets paid. Unexpected things come up. And whatever survives all of that is supposed to be the profit.

Which means in any busy or complicated month, profit is the first casualty even though it is supposed to be the whole point.

Profit First flips that sequence. Profit gets allocated before the business knows what it has to spend. Not hoped for at the end. Not celebrated when it survives. Allocated at the start, before the default behavior of the business gets a chance to spend it.

Structure does not need a perfect month to work. It just runs.

Is profit the first decision in the business or the last number standing?

𝗪𝗵𝗮𝘁 𝗶𝘀 𝘆𝗼𝘂𝗿 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗮𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝘄𝗼𝗿𝘁𝗵?Most owners have a number in mind.Few know what actually drives that number.𝗦𝗵𝗮𝘄𝗻 𝗪...
06/04/2026

𝗪𝗵𝗮𝘁 𝗶𝘀 𝘆𝗼𝘂𝗿 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗮𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝘄𝗼𝗿𝘁𝗵?

Most owners have a number in mind.

Few know what actually drives that number.

𝗦𝗵𝗮𝘄𝗻 𝗪𝗮𝗹𝘀𝗵 is the CEO of Encore Strategic and a Value Builder Certified Advisor. He's joining Michelle for our June workshop to answer one question: What actually makes a business valuable to an acquirer?

Not revenue alone. Not profit alone. Eight specific drivers that determine whether you get a 3X multiple or a 7X multiple.

Shawn has worked with the Value Builder system that's analyzed over 55,000 businesses. The patterns are clear. The data is real. And he's really good at making complex valuation concepts simple and actionable.

This is one of those workshops where you walk away seeing your business differently.

Thursday, June 25th. 12pm Pacific / 3pm Eastern. Free.

Interested? The registration link is in the comments.

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