Andrew Masini is a senior manager with
CohnReznick Advisory Group and has over 25 years
of private accounting and advisory experience.
He provides bankruptcy, restructure, forensic,
litigation, and financial advisory services to clients
in a variety of industries, including manufacturing,
wholesale/distribution, professional services,
financial services, telecommunications, real
estate, and nonprofits. Masini has previously
published articles on healthcare and arts
management, and he currently has articles
on the Foreign Corrupt Practices Act and
succession planning accepted for publication.
Patricia Hennelly is a director with CohnReznick
Advisory Group and has over 20 years of financial
and operational experience within healthcare
and life sciences. She specializes in bankruptcy,
restructuring, financial operations, operations,
and margin improvement. Hennelly was vice
president of administration and finance of a
1,000-bed academic medical center in New
York City. Her healthcare experience also
includes serving as vice president of finance
for a billion-dollar, international hospital supply
manufacturing and distribution company.
Reece Chapman – Atlanta – 770-984-5346
Lynn Wilson – Charlotte – 704-998-5380
Greg L’Herault – Denver – 303-715-1775
Ralph Kourtjian – Detroit – 248-358-6636
Pete Lowney – Madison – 608-232-5987
Mike Colloton – Milwaukee – 262-792-7180
John Hoagberg – Minneapolis – 952-892-8422
Michael Doyle – San Antonio – 210-510-4220
Chuck Batson – Madison – 608-232-5980
President & CEO, First Business Capital Corp.
First Business Capital Corp.
We help highly leveraged companies overcome fnancial obstacles through innovative asset-based
lending and factoring solutions. Helping small- and mid-market companies in transition with a focus on
credit requirements less than $10,000,000. Call us today to learn more.
Bill Blenderman – Delaware – 302-354-2578
Gay Denny – St. Louis – 314-412-3091
Gail Heldke – Chicago – 847-493-8305
Division Manager, First Business Factors
denials on time. For a period of time
after cutover, errors must be grouped,
counted, and examined until the
causes have been resolved. A cutover
requires additional staff and time.
Successful implementations always
include staff supplementation leading
up to and following the cutover.
Issues must be prioritized: critical and
immediate needs must be addressed
first, followed by noncritical but
immediate needs, and then by needs
that are critical but not immediate.
Establishing a revenue steering
committee for this purpose is the
standard. Typically, such a committee
meets once per week, rates the issues,
identifies those to tackle, puts detailed
work plans in place, and tracks results.
It is obvious that there will be a
variety of interests and objectives
competing for attention and
satisfaction. Consistently achieving
consensus is crucial. A good deal of
consensus can be built around an
agreement to the guiding principles
discussed in this article. J