Monday, July 24, 2017

University of Saint Thomas (UST), Career services for employers

University of St. Thomas (UST) career services supports employers to connect with Alumni and UST students with On-campus recruiting, job and internships listing, career fairs and networking events. They tailor the services to meet the needs of organizations. They facilitate their installations for interviews.

Soledad Tanner, MIB

Created with flickr slideshow.

San Jacinto College South Campus Cosmetology School

Created with flickr slideshow.

San Jacinto College South Campus Cosmetology School with Jeanette Wright

Managing your business: Tools for starting and growing your business.  A conversation on financial management, strategy, ownership, budget and forecasting.

  1. Have a purpose: “make money, add value, help others”
  2. Have a plan: What makes you unique? Looking for your differentiation value product or service. Be unique and have a passion
  3. Have a budget: Money, investments, P&L explanation. Budget yourself. Review your monthly results. Learn your numbers: Revenue, cost, profit
  4. Optimization: how to combine products and partnerships to increase profit and productivity. It takes a village to make a business optimal and successful. Ask for help and surround yourself with trustworthy subject matter experts.
  5. Manage people: learn how to lead your employees, deal with conflicts.
  6. Have a Marketing Strategy: social media usage, creating your brand, sell yourself, be mindful.
  7. Do not give your work away. Know your value
  8. Treat your customers as each meeting is the first one
  9. Your road to success is not a straight line. Enjoy the ride
Quotes of the day:
  1. “Be able to change someone’s life by being different”
  2. “I have money calling me, but I have my money on training”
  3. “If you are an entrepreneur act like if you were the brand”
  4. “Romance your clients”
  5. “If you are in charge you have a responsibility”
  6. “Life I too short to think small”
  7. “You set yourself for failure if your goal is not smart”

Saturday, July 15, 2017

Presenting Soledad Tanner Consulting LLC

I am excited to introduce you Soledad Tanner Consulting (STC), a company that helps improve the profit and productivity of your business.

All businesses would like to:

Increase profit margin
* Increase sales
Increase productivity
* Decrease costs
Optimize performance 

You can achieve that TODAY ! We will support business owners, executives and medical professionals with solutions to your challenges so you can pursue your company vision.

*Learn about our solutions
Learn about our satisfied client's testimonials here

Contact us to schedule a 
COMPLIMENTARY consultation today! 
Phone: (832) 998-2136

Referir a un amigo/a

Wednesday, July 12, 2017

Others testimonials

We would like to give special thanks to our clients and friends who have taken time to write these heart-felt testimonials on our behalf.  Your trust in us, and your appreciation of our work, means much more to us than we can say. These testimonials inspire us to work harder and better every day. Thank you!

Soledad Tanner, MIB

"Soledad Tanner Consulting is an exceptional professional service firm. Their deep expertise in business, operations and financial management is distinctive. From a stylist perspective they possess a "can do" attitude, great integrity and a history of results. Would highly recommend!"

Heather J. Kopecky, PHD, MBA (July 10, 2017)

"Her experience has been incredible and assists with companies from an operational basis get better and better prepared for future growth. Since she focuses on small businesses, she also has excellent accounting CPA contacts you can meet and would be backed up by the integrity of Soledad's experience to refer the right CPA small-business accountant you are looking for"

Brian Williams (April 6, 2017)

¿Como mejorar la utilidad y productividad de su negocio? Radio interview # 5, KYST 920 AM with Enrique Noriega.

Are you managing your company correctly? Is there anything else you can do to optimize your business profit? It is vital for the success of your company to understand the financial statements (mainly your profit and loss statement) and to have a budget. For more information, see this video (in Spanish) and call us at (832) 998-2136; We offer a complimentary consultation.

We guide businesses towards increased profit and productivity, through efficient products and services with the ultimate goal of higher income and a financially solid company. Our 4 “C’s” approach and core value are:

1. Conduct and analysis
2. Create a diagnostic
3. Coordinate implementation plan
4. Control result and maintenance

Many thanks to Matthew Cruz Velasquez for inviting me again to participate in radio program: “Finance, Business & Insurance” and to Enrique Noriega for the interview on how Soledad Tanner Consulting is helping the community generate additional value and increase the profit and productivity of the businesses.

Esta hacienda todo lo correcto con su empresa? Hay algo mas que pueda hacer para optimizar la utilidad de su negocio? Es vital para el exito de sus empresas, aprender a interpretar los estados financieros (principalmente el estado de perdidas y ganancias) y tener un presupuesto. Para mas información, vea esta vídeo y contáctenos a (832) 998-2136; La consulta introductoria es gratuita.
  1. Se tiene que revisar los resultados contra el presupuesto para controlar y guiar a la empresa. Dueños tienen que gerenciar y liderar estratégicamente en base a resultados.
  2. Se debe de revisar los reportes de ventas, cobranzas, gastos y producción.
  3. Hay que controlar el desperdicio y el precio de los productos. Se pierde dinero cuando el producto final no es de calidad, los servicios no son óptimos y no se pueden vender. Ademas se pierde dinero cuando se desperdicia tiempo por procesos ineficientes y empleados no entrenados.
Que hacemos? Nosotros incrementamos el rendimiento de la compañía, maximizando el nivel de ingresos y optimizando la empresa. No espere que pasen 12 meses (cuando pague los impuestos) para darse cuenta que no tiene la utilidad que esperada. 50% de las nuevas empresas desaparecen después de los dos primeros años.

Como lo hacemos? Proveemos consultoras para todo tipo de empresa, no importa el tamaño o el producto porque todas necesitan rendimiento en cada uno de los negocios o proyectos. Guiamos para incrementar la utilidad y la productividad, aumentado la eficiencia para producir productos y servicios a un precio y costo optimo, con el fin de incrementar las ganancias y capitalizar su empresa. Las 4 “C’s” de nuestro servicio son:
  1. Conducir un análisis
  2. Crear un diagnostico
  3. Coordinar la implementan
  4. Controlar los resultados y hacer mantenimiento
Soledad Tanner, MIB

Created with flickr slideshow.

Thursday, July 6, 2017

What If Companies Managed People as Carefully as They Manage Money?


Writen by: Eric Garton

Today’s executives spend a lot of time managing the balance sheet, despite the fact that it doesn’t represent their company’s scarcest resource. Financial capital is relatively abundant and cheap. According to Bain’s Macro Trends Group, the global supply of capital stands at nearly 10 times global GDP. As a result of capital superabundancy, global quantitative easing and relatively low demand for investments in R&D and capital projects, the after-tax cost of borrowing for many companies is at or near inflation, making the real cost of borrowing close to zero.

In contrast, today’s scarcest resource is your human capital, as measured by the time, talent and energy of your workforce. Time, whether measured by hours in a day or days in a career, is finite. Difference-making talent is also scarce. The average company considers only about 15% of its employees to be difference makers. Finding, developing, and retaining this talent is hard — so much so that the business press refers to a “war” for talent. Energy, too, is difficult to come by. Though intangible, it can be measured by the number of inspired employees in your workforce. Based on our research, inspired employees are three times more productive than dissatisfied employees, but they are rare. For most organizations, only one out of eight employees is inspired.

There you have it. Financial capital is abundant but carefully managed; human capital is scarce but not carefully managed. Why? In part, it’s because we value and reward good management of financial capital. And we measure it. Great CEOs are held in high regard for their clever management and allocation of financial capital. But today’s great CEOs need to be equally great at managing human capital.

How can we manage human capital better?

Measure it. As the adage goes, you can’t manage what you can’t measure. A veritable alphabet soup (ROA, RONA, ROIC, ROCE, IRR, MVA, APV, and the like) exists to measure our financial capital. To measure human capital, you can deploy metrics such as our productive power index, which looks at the cost of organizational drag and the benefits of effective talent and energy management on your overall productive power. You can measure the amount and value of the time that you put against projects or initiatives, and you can measure the return on that time. You can actively measure the amount of difference-making talent that you have in your organization. When Caesars Entertainment, a gaming company, reorganized operations in 2011, the senior team not only developed a database on the performance and the potential of the company’s top 2,000 managers but also analyzed the ability of the top 150 to take on new and different jobs.

Invest human capital just like you invest financial capital. For financial capital, the business world has developed concepts such as the opportunity cost of capital, which is reflected in a company’s weighted average cost of capital. We measure the lifetime value of investments, and we establish hurdle rates before deploying a single dollar of capital. We run Monte Carlo simulations to evaluate various returns under uncertainty. For human capital, we need to start thinking about the opportunity cost of a lost hour. One way to do this is to measure the cost of meetings. My colleagues at Bain discovered that a weekly executive committee meeting at one company consumed 300,000 hours a year in support time from departments across the company. When Woodside, an Australian oil and gas company, took a hard look at meetings, it discovered that they were consuming 25%–50% of staff’s time. A series of pilots reduced meeting time by an average of 14% among the pilot groups — a time savings equal to 7% of those groups’ full-time equivalent capacity. We should think about projects in terms of hours and dollars as well, and before taking on a new meeting or new initiative, include the opportunity cost of time and talent in the hurdle rate.

Monitor it. Teams of financial planning and analysis professionals measure actual and expected results for financial capital. Investment management committees evaluate new investments. Capital expenditure plans are subjected to detailed board reviews. We all must submit capital approval requests to release funds. Similarly, for human capital we should do periodic reviews of how much controllable organizational drag we have in our organization and what actions we are taking to compress it. Many big data tools, such as Microsoft Workplace Analytics, can provide detailed reviews of how we use time. For talent, we need to know who our difference makers are and whether they are deployed in mission-critical roles and initiatives.

Consider the case of one B2B supplier that wanted to figure out what made some salespeople top performers. A statistical analysis of metrics from Workplace Analytics and other factors revealed that top performers and average performers spent their time differently. Some of the differences were obvious: spending an average of four more hours per week than other reps communicating with customers, or being 25% more likely to cross-sell. But some behavior was surprising. For example, top performers were three times more likely to interact with multiple groups inside the company. In other words, they connected with people who could help them with customer issues, such as staff in finance, legal, pricing, or marketing.

Recognize and reward good management of time, talent, and energy. Historically, successful investment of financial capital can make someone’s career. Variable compensation is often tied to some measure of economic value added. Even though most companies no longer offer lifetime employment, they should still find a way to create a lifetime of assignments for their difference-making talent and work hard every day to re-recruit them by creating a working environment that is inspiring and results oriented. When Reid Hoffman founded LinkedIn, he promised that the company would help advance the careers of talented employees who signed on for two to four years and made an important contribution, either offering them another tour of duty at LinkedIn or supporting their efforts if they moved on. This tour-of-duty approach helped attract and retain entrepreneurial employees.

Leaders should be measured and rewarded on their inspiration quotient. They should also be measured and rewarded for building a talent balance sheet: how many high-potential individuals they have recruited, developed, and retained, and what is the trade balance of talent — that is, the net imports of high-potential talent into their group minus exports. A company’s actual values, reads Netflix’s famous HR playbook, “are shown by who gets rewarded, promoted, or let go.”

These are only some of the ways that we might begin to bring greater discipline to human capital management. There are likely many more creative solutions out there. Time is finite. Talent is scarce and worth fighting for. Energy can be created and destroyed. The sooner we act on these beliefs, the sooner we will get the return on human capital that we deserve.

Tuesday, July 4, 2017

Women's Leadership Conference (HHCC)

Soledad Tanner Consulting LLC participated in the Women's Leadership Conference organized by the Houston Hispanic Chamber of Commerce

The theme was: Empowerment, Equality and Excellence! Amazing morning with incredible business women. Great information about the present and future of women in business!

Thank you The Houston Chronicle and Dave Rossman Photography - for capturing and publishing this moment at the Conference: Soledad Tanner & Marcela Canetaco from Soledad Tanner Consulting LLC and Beth Shapiro from U.S. Small Business Administration (SBA)

Key points: You are in transition all your life, resiliency, tenacity, perseverance, you have the capacity to rise up! Velcro to purpose, Focus on the facts, what is your super power?, Be your true authentic self, Define your voice, Always walk with elephants!

Created with flickr slideshow.