Thursday, June 14, 2018

Maximize your Profit & Productivity!

<<First Name>>, summer is here and this is the perfect time to EVALUATE your business. 
► Long-term financial management is crucial not only to save and preserve your wealth but also to INCREASE your profit. 
► Don’t worry if you are not a "numbers person".
WE CAN HELP! We specialize in MAXIMIZING profit and productivity.

that fit your business strategy, goals and budget.

Contact us for a complimentary discovery call 832-998-2136

Soledad Tanner Consulting, LLC ©

Avoiding a Shortsighted Approach to Financial Planning and Analysis

The practice of financial planning and analysis is evolving quickly and moving far outside the scope of budgets and balances alone. 

Continue reading this article >>
Soledad Tanner Consulting, LLC ©
Phone: (832) 998-2136 
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Wednesday, June 6, 2018

Milton Motors testimonial

"It was a pleasure to have you at the Milton Motors Family. I admire your preparation and knowledge. You are a very straight and a good person. I appreciate your help and we will put into practice the tips and suggestions you gave us.   We look forward to working together again". 

Esther Holl, Founder

Wednesday, May 30, 2018

Meet Soledad Tanner of Soledad Tanner Consulting

Source: (

Today we’d like to introduce you to Soledad Tanner.

So, before we jump into specific questions about the practice, why don’t you give our readers a few quick bullet points about you and your story.

I grew up in Ecuador and loved the ocean and puzzles.

My brothers and I spent three months of summer at my grandparent’s home in a fishing town. We rode our bikes, ran in the sand and were a carefree lot. I could see that water meet the sky and always wondered what else was there beyond the horizon. My parents took me to the airport so that I could watch the planes take-off and land. I wonder if that was the start of my travel bug.

I spent long hours doing puzzles every day. I classified the pieces, organized them according to color and shape and then, meticulously, put them together.

I started to wear glasses when I was two years old, so this might explain why I am analytically oriented? In all seriousness, I loved school and was good in math and English. I practiced for hours and became proficient in resolving math equations and speaking English. This proficiency and a pleasure in helping others established the value of being educated and educating others.

I would say, my early life fostered creativity, discovery and learning.

We’re always bombarded by how great it is to pursue your passion, etc – but we’ve spoken with enough people to know that it’s not always easy. Overall, would you say things have been easy for you?

There were several challenges facing me upon my arrival to the United States. They included my not being familiar with the university system; language skills, and financial challenges:

a. I had been trained as an engineer in Ecuador and wanted an MBA. My interests lie within international studies. Upon arriving, I had limited knowledge of how the university system worked here. The requirements of an extensive application process, letters of recommendation, and entrance exams all posed challenges for me. To tackle these, I took a day off from work, in July, and visited universities throughout Houston. St. Thomas University resonated with me and, in mind, I was ready to register and begin studies in August.

It was then that I discovered there was an extensive process around registration and acceptance. Part of registration was taking the GMAT and TOEFL exams. This was frustrating because I wanted to start immediately. Through some persistence, I was granted conditional acceptance and given three months to complete the examinations. The testing in of itself was a challenge because I had never taken multiple-choice examinations.

b. I had studied English but had not studied other subjects in English. I began my studies with one class that first semester and a helpful dictionary! Taking things one semester at a time, I was able to complete my degree.

c. Determination and hard work helped me. I earned two scholarships through Danzas (a company which later became Deutsche Post DHL), a Global Logistic Company). These funds along with working full time allowed me to complete my degree.

Why did you stay with one company for almost 20 years including through big buyouts and mergers?

The changes inherent in large companies, including a great deal of Merger & Acquisitions activity, bring with them necessary adaptations to a new culture, professional opportunity, and creativity:

a. The culture where I was from influenced my response to change. In Ecuador, there are limited corporate opportunities. One is likely to defend their work environment, because if you were to lose your job, another may not come along for some time. It did not occur to me that this might not be the case in the United States. As a result, I embraced and still do, cultural change. I adopt because I view these shifts as positive, even in moments when they seem negative. This type of change represents growth in my mind.

b. Uncertainty represents a professional opportunity. Change is a positive scenario in my mind and enabled me to apply for new positions and move up the corporate ladder while others chose to leave the organization.

c. Change results in creativity if leveraged effectively. Creativity is a professional hallmark of mine applied now in both the corporate setting and one that is more entrepreneurially oriented.

How did your understanding of cultural difference help you to succeed personally and professionally?

Working for a large global company helped me to understand differences in decision making, values, work ethic, and lifestyles. These types of differences continue to keep me curious about how the people side of the business works. Living and working around the world was another learning opportunity. Looking back there are two examples that left an impression on me:

a. The first was during my time in Bonn, Germany, the headquarters of Deutsche Post DHL where I spent a lot of time. I admired the structure and precision of their operations and the depth of German working habits. I also noticed that people biked to work and ate health food. Even when there was a public transportation strike, people just got up earlier and walked to work. It was amazing!

b. The second impression was gained through my love of Chennai, India. Here I worked beside Indians who were the first generation in their family to graduate from college.

They were proud to represent their families and had to go through many logistical inconveniences associating with their living in small neighboring towns. For instance, they would bike to the bus stop at 5 AM, change to another bus and arrive at work by 8 AM. They brought their food too and it fascinating how their whole family supported them as professionals. I admired their desire to learn, lack of entitlement and willingness to work hard. They were a new generation of dreamers.

Transitioning now, what are some of the challenges you have had to overcome starting your own business?

The two biggest challenges were defining what I had to offer and to who. I naturally wanted to be everything to everyone. My service offerings and variety of clientele were too diverse. This confused potential clients who were looking for a demonstrated track record in my ability to provide a service to a business just like theirs. Today, I have focused my work on:

a. Small businesses such as medical practices, construction or service companies.

b. Businesses that do not have time to review, analyze and strategize their financial results.

c. Businesses that need help taking out costs, unnecessary expense, enhancing revenue, updating operational processes, budgeting, and cash flow.

Soledad Tanner Consulting exists to help small business owners become more profitable.

What are you most proud of about Soledad Tanner Consulting?

We are most proud of helping clients become financially literate. This work can take a consistent, disciplined and persistent approach including:

a. Our first developing an understanding of what clients hope to achieve with their business. In other words, their mission and objectives.

b. We then help them gain an understanding of the financial elements of the business and how these elements can help them accomplish this mission. In other words, the numbers.

c. We then work together to maximize profits and productivity on a daily basis. This work begins to create a story around the growth of a business which may include new locations, new market and/or new products.

d. This is a generative process around profit and productivity where success breeds new ideas because the business has a command of their cash flow and expenses.

What differentiates your firm?

a. We use a consultative approach. First, that means we must have a desire to understand and believe in the work of the business.

b. Instead of just sending a statement every month, our goal is to educate clients to read their financial statements, to think strategically, operate efficiently, and eventually, not need us!

c. We bring 27 years of corporate experience as well as a methodology for understanding the cultural differences inherent in any business.

d. Finally, we customize an approach that will work differently for anyone we serve.

What advice might you have for us?

I had my first business when I 15 years old and would bake up to 3,000 cookies each afternoon and sold them in the school cafeteria. I wanted to watch a TV program that my parents considered not age appropriate. My father said to me, “When you can pay for your own T.V., you can watch whatever you want.” So, I found a way to make money and buy myself a T.V.

My advice might be, “When you set a goal, work as hard as you can to achieve it. With perseverance, anything is achievable.”

Contact Info: 

Address: 2455 Dunstan Rd, suite #380
Phone: (832) 998-2136

Wednesday, May 9, 2018

3 accounting tools every entrepreneur must know

Source: Staff HBX Business Blog
If you are an entrepreneur, or even just thinking about starting a business, you should spend some time considering the financial implications of your idea and the practical aspects of your business model. Being able to move money around to purchase supplies, pay creditors and attract investors is oftentimes just as important as developing your idea. These three accounting concepts are a “must-know” for all entrepreneurs.

Cash Flow

The time-tested saying of “Cash is King” is really true—especially for entrepreneurs. For many businesses, especially new ones, where credit lines are limited and financing is difficult, cash proves to be one of the most critical assets. It serves as the fuel to your company’s engine. Without it, you can’t meet payroll or pay suppliers and will find it more difficult to build inventory, reach customers and grow the business. 

Understanding and projecting cash flow allows companies to plan for the future and ensure that there is always enough money in the bank to keep the business running (and hopefully growing). Paying attention to cash inflows and outflows allows entrepreneurs to plan accordingly, prevent any unnecessary cash shortages, and use excess cash productively to grow the business.

The Balance Sheet

The balance sheet is a snapshot of the financial health of a business at a particular point in time. It allows those interested in the business to quickly see what resources are available and how those resources were financed. An easy way to think of the balance sheet is to think of it as a way to view the health of the business because it shows both the assets and liabilities—or what you have right now and what you owe others. 

Entrepreneurs can use the balance sheet to help keep the business in check. While sales may be increasing exponentially, keeping an eye on the liabilities side of the balance sheet is important to the long term success of the business. Even though investors care about growth potential, they also care about how much the company owns versus how much it owes. The balance sheet gives investors, and potential buyers, a solid understanding of the where the company stands today. 


Profitability is how much is left from each dollar of sales after all expenses have been subtracted. This may seem obvious for those interested in starting a business—but it can sometimes fade into the background during the early stages of a company. Often times, it’s necessary to take a loss early on to reach a target market, accumulate customers, increase visibility or launch successfully, but this cannot be a long term strategy. Entrepreneurs must have a path to profitability to attract investors and succeed over time.

Saturday, April 28, 2018

2018 Annual Luncheon & Business Expo “The state of Hispanics in Houston” by Houston Hispanic Chamber of Commerce

Soledad Tanner Consulting attended the Houston Hispanic Chamber of Commerce 2018 Annual Luncheon - the largest business luncheon in Houston with almost 2,000 attendees & more than 80 exhibitors. The Keynote Speaker was Houston retired Astronaut Captain Scott Kelly, who Spent a Year in Space! “The Limit of what You can do is Beyond the Sky!” “The Sky is not the limit”. “If we can dream it, we can do it”. “Do it BECAUSE it's hard!” – Captain Scott Kelly.

Dr. Laura Murillo: “To succeed we must be data driven. We are focusing in 3 main areas: Daca, Nafta & Census. In Houston, more than 38 percent of small businesses are owned by Hispanics, doubling from 21 percent in 2013.” Hispanics generate 54B dollars in this region; small business has grown by 33%. Census is important because funds will be allocated in relationship to our size. Since NAFTA was signed into law, overall trade between U.S., Canada, and Mexico has increased, from roughly $290 billion in 1993 to more than $1.1 trillion in 2016.

Judge Emmett: “Harris County is the most diverse county in the U.S. where over 25% foreign born population and 145+ languages are spoken”

Dr Laura Murillo gave public recognition to snapperjacks! So proud of my friend Angelica Noyola.

Thank you Heather Kopecky for invite to the event. I appreciate your generosity!

Soledad Tanner, M.I.B

Created with flickr slideshow.

The Holy Trinity of Business Growth: People, Process and Metrics

How do you keep your company profitable as it scales above 50 employees?

Written by: Doug and Polly White  - Contributor


We have a client who reported to us some interesting comments heard at an industry-related seminar. A seminar presenter contended that as a business grows above the 50-employee size, it will become unprofitable until it gets above 200 employees.

This happens, the presenter said, because, beginning at the 50-employee level, the company must take on additional overhead in the form of HR, IT, accounting and middle-management personnel. The solution, the presenter said, is to grow as rapidly as possible to this stage and then stay there until you can become profitable again at the larger size.

We disagree. Personally, we know of dozens of profitable companies that have more than 50 and fewer than 200 employees. In fact, the two of us met in the 1990s while we were both working for a very profitable 110-person company. That company stayed in the 100-to -125 range the entire time we worked there. We were intimately involved with the company's management and its profitability. The company had HR, IT, middle management and accounting personnel and . . . managed to remain profitable.
Focus on three things

It's true that growing companies must manage overhead costs. It is also true that the cost of the talent needed to reach the next level can be a challenge for small companies that want to be larger. But, we believe that you can scale without becoming unprofitable. To manage the hurdles of business growth without losing it all, focus on three things: people, process and metrics.


As you grow, you will need to start to make investments in talent. By this, we mean both more and better.

Overhead positions. Growing and larger companies often have more complex needs in IT and accounting. In addition, more employees often means more HR needs, as additional regulations apply and companies experience more employee-relations concerns. We recognize that these situations require professionals with more knowledge and experience.

It also can be difficult for growing companies to pay the compensation required to hire this level of talent. However, most companies can afford to hire talent on a fractional basis. A fractional employee costs more on an hourly basis than an equally experienced full-time hire. However, initially, you may need fractional employees only a few hours per month. You can increase their hours as the needs of the company grow.

In our experience, by the time the company hires full-time talent, the new hires actually reduce, not increase, costs, as 100 percent of a full-time hire often costs less than 75 percent of a fractional employee.

Top talent

Small companies can also struggle to pay the salaries and provide the perquisites necessary to attract top talent. Yet, it is this talent that is needed to take the company to the next level. This is one of the toughest problems facing small, growing companies. To attract the experienced employees you need, you may have to offer equity or other incentives. Enlist an experienced consultant, finance or HR professional to aid in creating these offers.

Another issue we find is that small business owners struggle with choosing top talent. While they probably have experience in hiring front-line staff, hiring senior managers may be new to them. Lack of experience in this area can cost you and the organization. We have seen several business owners hire and pay for talent, only to be disappointed when the senior employees don't perform.

The poor choice is compounded if the business owner is reluctant to terminate the poorly performing talent. This further drains the organization in cash and morale. We strongly advise owners to engage the help of an experienced recruitment firm or HR professional to help in the selection process. The additional cost can actually create future savings if this factor helps to find the right hire.

On the flip side, owners also want to promote from within. They want to reward the loyal employee who has been with them from the beginning. However, in our experience, these employees rarely have the horsepower to take on top roles or move the business to the next level. You may have the exception working for you, but get an unbiased third party you can trust to advise you on these decisions. Moving someone back if you realize you have made a mistake in promoting him or her is worse than layering this person.


A complete set of documented processes can help you to stay profitable as you grow. If you start documenting when you are smaller, it will be easier. However, at some point, documentation becomes necessary. Process documentation is how an owner communicates how he/she wants things done within the business without actually having to communicate every action, every day. Without a documented process, owners must rely on employees passing on procedures to new employees. Important information can become tribal knowledge or it may be lost altogether.

Today, there are several apps that can help you to expedite the documentation process. These tools can help you to identify what processes to document, keep documentation consistent and easy to access and make updates as processes change. While these systems are an expense, they'll save you money by reducing some management costs and quality issues. Documented processes help you to stay profitable while you scale.


The third and equally important component to staying profitable while you scale is a set of metrics that tell you how your business is performing on a daily, weekly and monthly basis. When businesses are very small, the owner may know exactly how the business is performing. After all, this individual is involved with every transaction. However, as a business grows, this becomes impossible.

Good metrics are more than your P&L. They must encompass all of the key aspects of your business. While we wish we could provide a list of the metrics you'll need in your business, that's impossible because each business is unique; therefore, each business must have a unique set of metrics. Again, a good business consultant or CPA can develop the metrics to run your growing and profitable business. Don't put this off. As your business becomes larger, the cost of not recognizing when something is off track becomes greater.

Going back to the presenter at that seminar: We agree that businesses with 50 or more employees are more complex and more difficult to run than a one or two-person shop. However, they don't have to be unprofitable. Focus on people, process and metrics and hire the knowledge you need on a fractional basis, and you can grow and stay profitable.

Saturday, April 21, 2018

Women empowering women in their journey! Sponsored by Soledad Tanner Consulting

Women empowering women in their journey! Soledad Tanner Consulting – Business & Financial Management Consultant was proud sponsored of Social Share April Meetup by Daneliasloves

We are not alone!! Together we can accomplish our goals. We must support each other. Yesterday was amazing! We met other women, shared, connected, were heard, and found friendship & support. “When we share our testimony, it inspires, motivates, and gives others hope while we are also becoming stronger inside and out. Together we can accomplish more. Live with purpose” Danelialoves

Soledad Tanner Consulting offers Business Consulting and Financial Management Solutions to businesses, professionals and corporations interested in maximizing their PROFIT & PRODUCTIVITY. Our solutions are: Business Consultancy, Financial Management and Productivity Solutions. Work smarter, not harder! We are offering a FREE DISCOVERY CALL. Schedule yours now at (832) 998-2136,;

Soledad Tanner, M.I.B

Created with flickr slideshow.

Thursday, April 19, 2018

Adriana en complicidad. Entrevista a Soledad Tanner # 2

¿Por qué las empresas necesitan una gestión financiera adecuada? ¿Cómo administrar el flujo de efectivo de su empresa? ¿Cuánto capital de trabajo necesita para cumplir con sus obligaciones? ¿Por qué necesitas un presupuesto? ¿Cómo debe controlar sus gastos?

Soledad Tanner Consulting explica estos temas y más en una entrevista con Adriana en Complicidad (AC Media TV;, el abogado Randy Canche y CPA David Matos. Gracias Adriana R Calhoon por su apoyo y por darnos la oportunidad de compartir conocimientos financieros y consejos para nuestra comunidad.

Soledad Tanner, M.I.B

Tuesday, April 10, 2018

Financial Management solutions

*|FNAME|*, tax season is here! Are you rushing to organize your invoices and expenses for your Accountant? Did you reach the profit level you wish for? Do you want to do betterthis year? WE CAN HELP!

We offer customized FINANCIAL MANAGEMENT SOLUTIONS that fit your business needs and budget.

Don’t worry if you are not a "numbers person". We specialize in maximizing profit and productivity. Call us for a complimentary consultation at 832-998-2136

Soledad Tanner Consulting, LLC ©
Literary Classics

Hard Work is Not Enough

There is more to success than working damn hard…everyday.
It is often said hard work is the only one way to succeed. Well, turns out you need more than just hard work.

Continue reading this article >>
Receive your 1-Hour Complimentary Consultation here 
Soledad Tanner Consulting, LLC ©
Phone: (832) 998-2136 
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