Robert Burger

Providing CFO services and Business Transition Services in Seattle, WA and surrounding areas

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About Robert

Robert Burger

Bellevue, WA CFO

38 Years of Experience

Direct Contact

robertburger@b2bcfo.com

office (425) 736-6297

Universities:

Urbana University, Urbana, Ohio

Certificates & Licenses:

CPA Ohio 1982 and Indiana 1984

Organizations:

Contact Robert Burger and receive a free Discovery Analysis™

  • A confidential meeting with the business owner(s), then interview company staff.
  • Look at the company’s financial information and computer systems.
  • Benchmark financial information against industry averages.
  • Create a confidential report of our findings in The Strategy Gameplan™







Robert’s Bio

Bob has more than 30 years of executive and professional experience, and over the years has served as a CFO, Chief Operating Officer, Controller, and General Manager, as well as founding his own business. He has contributed to the success of publicly traded corporations and privately held companies as an executive, a strategic adviser, a business broker, and a CPA.

Bob's extensive background allows him to understand the challenges that business owners face and the tools and techniques to establish, measure, and attain their objectives, and he is experienced and capable as a leader and as a hands-on expert. He has contributed to businesses' success in such diverse disciplines as strategy development, financial planning, new market launches and new product launches, turning around unprofitable operations, implementing financial systems and controls, performing financial and operational audits of domestic and international businesses, and investigating and resolving financial misappropriations. He has assisted business owners with exit planning and helped them achieve the successful sale of their company.

As CFO of a small Silicon Valley technology company he developed and implemented international contracts that became the company's greatest source of revenue. He hired the Controller and oversaw the implementation of the accounting system, internal processes and controls, budgeting, reporting and results analysis, and led the development of the Form S1 registration statement in preparation for an IPO filing.

As Senior Vice President — Chief Operating Officer of a regional wireless carrier, Bob led the business from initial start-up to $35M in annual revenue and over 55,000 subscribers, five retail outlets and over 50 dealer locations. His combination of financial and operational expertise allowed him to both lead the rapid growth of the business and develop the infrastructure and controls to manage it.

As CFO and Controller of a $160M business he improved systems and controls and developed the structure for pricing and profitability management resulting in a 50% improvement in profitability in two years. While there he also co-authored the winning proposal for the CALNET project, then the largest private telecommunications network in the U.S.

Bob has also managed his own successful business as the founder and principal of a consulting firm providing services in strategic and financial planning, market research and business plan development, financial and operational reporting and results analysis, financial and operational improvement planning, and forensic accounting. He has also provided exit planning and merger and acquisition services for small businesses, and has performed due diligence and led negotiations resulting in acquisitions by both publicly traded businesses and private companies.

Bob graduated Summa Cum Laude from Urbana University in Ohio, attained CPA certification in Ohio and Indiana, and graduated from the Advanced Management Program in Telecommunications at the Center for Telecom Management at the University of Southern California. He and his wife, Barbara, live in Bellevue, Washington. They enjoy the outdoors, cooking, travel, music, and classic movies.

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Recent Articles

Nov 2Robert Burger

The First Steps to Selling Your Business – Part 2

Nov 2Robert Burger

In Part 1 of this article, I noted that Baby boomers will be attempting to sell an estimated seven million businesses on the open market in the next 15 years. This makes for a challenging environment, to say the least. But there is another factor, much harder to quantify: The increasing number of talented people who can and will buy a business, rather than bet their career on the increasingly uncertain prospects in the corporate world. The good news is,

Oct 21Robert Burger

The First Steps to Selling Your Business – Part 1

Oct 21Robert Burger

If you own and operate a small to medium business, you spend more of your time working on daily operations and immediate concerns than on long term planning. You probably have not taken a lot of time to plan for the day that you no longer want to run the business. Will you turn it over to family members, sell it to employees, liquidate it, or sell it to a third party? If you’re selling it to a third party,

Jan 2Robert Burger

MAKE CASH MANAGEMENT A PRIORITY

Jan 2Robert Burger

As every business owner knows, it is one thing to show a profit on the books, and another thing to have healthy cash flow. One of the best ways to make this a better year for your business is to focus on improving cash flow, through better management of Working Capital. Working Capital is a financial measure of liquidity – the ability of a business to meet its payment obligations. It is the excess of current assets over current liabilities. In

Nov 15Robert Burger

Planning for Growth Part VI: MAXIMIZING YOUR GROWTH POTENTIAL – QUANTITY AND QUALITY

Nov 15Robert Burger

In the previous post I wrote about the importance of understanding your current and prospective customers, and being effective at reaching them. The size of your potential market, and your assumptions about how many potential customers you can expect to win, defines the number of customers in your growth plan. That’s quantity. But you also need to look at the amount of revenue per customer, and the cost of acquiring and serving each customer. That’s the quality side of your

Oct 10Robert Burger

Planning for Growth Part V: THE GROWTH PLANNING PROCESS – START WITH THE MARKET

Oct 10Robert Burger

Earlier I wrote about creating a more sophisticated, comprehensive planning and forecasting process. The quarterly Goals and Objectives process is a great way to engage your employees in creating and sharing their ideas for supporting the company’s growth. It’s a foundation, and people will expand on it. It starts a discussion about where you are going. Wouldn’t that discussion be a lot more productive if you created and shared a detailed roadmap? I deliberately put the goals and objectives process

Sep 17Robert Burger

Planning for Growth Part IV: I’VE ESTABLISHED QUARTERLY GOALS AND OBJECTIVES – NOW WHAT?

Sep 17Robert Burger

Last time in our series on Planning for Growth, I talked about how to establish quarterly goals and objectives. The initial goal-setting exercise will create a forum for the owner to communicate the business growth goals, and include the management and employees in the process of aligning their goals with the overall business goals. Now that the original goals are established, it’s time to implement the process of quarterly review. The quarterly review meeting will include a report on which

Aug 25Robert Burger

THE GROWTH PLANNING PROCESS – WHERE TO START?

Aug 25Robert Burger

Last time, I wrote about the benefits of a growth planning system, and today I’m going to address “Where to Start” – with the objective being to hit the ground running. If I am the business owner, this is where I start: Start with Desired Outcome. This could also be stated, in the words of the late great Steven R. Covey, as Begin With The End In Mind. Create a list of the most critical goals to achieve, focusing on

Aug 10Robert Burger

WHY SHOULD SMBs TAKE THE TIME FOR GROWTH PLANNING?

Aug 10Robert Burger

When a Small-to-Medium Business (SMB) owner is caught up in the daily activity of running the business, how can they possibly take the time to develop and use a growth planning system? Other than targets for number of customers, revenue, and profits, is it realistic or even useful to spend time on business growth planning anyway? Let’s tackle the second question first. Developing and using a growth planning process for your business is only useful if you want to: Provide

Aug 6Robert Burger

THE LOCAL ECONOMY IS GROWING. IS MY BUSINESS GROWING?

Aug 6Robert Burger

If you’ve been watching the developments in our local economy, you’ve seen some very encouraging signs that the Puget Sound area is faring much better than the rest of the west, or the country in general. But for most business owners, the urgent question is not “How well is the economy growing”, but “How quickly is my own business growing?” If you want to include that topic on your summer reading list, you might like The 7 Irrefutable Rules of