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LBA Haynes Strand Has Acquired SeeRisk Management Advisors, LLC

LBA Haynes Strand is excited to announce the acquisition and combination of SeeRisk Management Advisors, LLC to our family. Effective December 1, 2016, Dave Recchion, President of SeeRisk Management Advisors, LLC, has joined the LBA Haynes Strand team as a Principal and leader in our Greensboro office. Dave brings 30 years of professional experience to our Firm. After working as a Partner with Ernst & Young for 13 years, he founded and ran a highly profitable Risk Management Firm in High Point known as SeeRisk Management Advisors, LLC for the past 4 years. Dave will join Johnny Wood as the Principals of the Firm leading our Greensboro Office.

The combination with SeeRisk Advisors will greatly expand our client service offerings to include: Risk Assessments, Internal Audit outsourcing, Internal Controls, Sarbanes Oxley, Process Improvement, and a specialization in Risk Management Strategy. In addition, Dave brings a unique service offering for family and privately owned businesses called, “Exit By Design”.  LBA Haynes Strand clients will have immediate access to this offering which includes a design session and strategy development for a successful transition for clients ready to exit their businesses. Many business owners struggle with the decisions related to selling, merging, and handing down their family and privately owned businesses. The “Exit By Design” offering helps clients identify and build the greatest value for their business, while designing the best exit strategy from their business.   

Prior to founding SeeRisk Advisors, Dave was a Partner with Ernst & Young, where he held a key leadership role in their national advisory practice. In his role as Advisory Markets Leader for the Americas he managed strategic client relationships on a national and global level, where he developed and executed the firm strategy surrounding Risk Advisory Services. 

John Bly, CEO of LBA Haynes Strand, PLLC, while expressing his excitement for the combination and addition of Dave was quoted as saying, “Process improvement and Risk Strategy methodology will enable us to dig deeper into the challenges that face our clients and help identify and mitigate their strategic, financial, compliance, operations, and reputation risks before they impact the business. The addition of Dave to our leadership team demonstrates our commitment to provide a complete and holistic view into the needs of our clients”. 

Please join us in welcoming Dave Recchion to the LBA Haynes Strand family! 

5 Key Internal Control Principles Manufacturing Companies Must Consider!

If large manufacturing companies want to stay competitive in today’s business environment they need to continually work on improving production efficiencies, product quality and cost reduction.

Apart from the competitive business environment, large companies need to comply with a load of rules and regulations.  The Department of Labor (DOL) administers and enforces more than 180 federal laws.  These include the Fair Labor Standards Act (FLSA), Occupational Safety and Health (OSH) Act, Federal Mine Safety and Health Act of 1977e Occupational Safety and Health Act and many more.

In addition, publicly listed companies have to comply with the Sarbanes-Oxley Act.   The intent was to drive improvements in companies’ internal controls.  To comply with the Sarbanes-Oxley Act many firms adopted a recognized control framework.

The most common control framework that companies chose is known as the COSO framework.  The COSO framework was issued in 1992 by the committee of sponsoring organizations of the Treadway Commission (COSO).  Their Internal Control – Integrated Framework was referred to as “COSO”, but on May 2013 COSO issued an updated Internal Control – Integrated Framework (the 2013 Framework) to incorporate the changes and technology advances that have taken place and effected the business world.

The 2013 Framework provides more guidance to large companies to effectively put in place a robust system of internal controls.  It adds 17 principles that are necessary for effective internal controls, but also introduces 81 focus points that are typically important to establish an effective system of internal controls for large companies.

Large manufacturing companies now have the opportunity to implement some of these “best practice” principles and focus points at the operations level to improve on their efficiencies and effectiveness of internal controls.

The following 2013 COSO principles and focus points are more relevant to large manufacturing companies:

1.    The organization selects and develops general control activities over technology to support the achievement of objectives. (COSO Principle 11)

With today’s advances in technology, management needs to consider which technology solutions fit their business models best.  It is important to understand the risks associated with the different technology solutions available. Assessing and documenting controls over technology would greatly assist manufacturing companies to make the best decisions regarding technology.

2.    The organization identifies and assesses changes that could significantly impact the system of internal control.  (COSO Principle 9)

Manufacturing companies are faced with more changes today than in the past that could affect the system of internal control.  These can be grouped into three categories:

  • Changes in the external environment, such as availability of raw materials, new laws and regulations.
  • Changes in the business model, such as better technology solutions and higher quality standards.
  • Changes in leadership.

Understanding, documenting and communicating these changes to management will assist the organization to better manage these changes and control the desired outcomes.

3.    The organization specifies objectives with sufficient clarity to enable the identification and assessment of risks relating to objectives. (COSO Principle 6)

For manufacturing companies to achieve their manufacturing goals, sufficient clarity and understanding of the risks associated with these is essential.  Once the risks are properly identified and ranked, management can implement actions to mitigate these risks.

Specific focus areas such as tolerance of risk and the required level of precision in performance measurements could greatly improve the effectiveness of risk mitigating actions.

4.    The organization obtains or generates and uses relevant, quality information to support the functioning of internal control. (COSO Principle 13)

Control systems need to provide accurate, relevant and timely information to enable management to have a more pro-active than a re-active approach towards internal changes in the business.

5.    The organization selects, develops, and performs ongoing and/or separate evaluations to ascertain whether the components of internal control are present and functioning. (COSO Principle 16)

As manufacturing processes and systems evolve and change over time, so should the internal controls and monitoring systems to stay current and relevant.   Regular evaluations and updating of internal controls are essential to ensure that internal controls are present and functioning.

Focusing on these key areas will enable large manufacturing companies to use their resources more effectively and help them to better define their operational goals and objectives to ultimately become more competitive and successful!

At LBA Haynes Strand we have a group of qualified and experienced professionals with internal controls and manufacturing experience to assist your manufacturing company to implement an effective and efficient internal controls framework. Click the button below for your no-cost consultation today!

Charlotte Business Journal Fast 50 List Revealed

The Charlotte Business Journal has released their Fast 50 list for 2015. This list honors the 50 fastest growing private companies in the Charlotte region. LBA Haynes Strand is honored to have made the list for the second year in a row and continues to make firm growth a priority.

We are excited to once again join this exceptional list of Charlotte companies. Our approach to being a growth-oriented CPA Firm has led us to opportunities to grow through mergers and acquisitions as well as organically. In 2004, the LBA Haynes Strand’s Matthews office was started by John Bly and his wife Darci. The firm was known as Bly & Bly at the time. Over the next eleven years, the firm grew through a series of eleven mergers and acquisitions, including our most recent merger in 2014. These mergers have allowed the firm to grow from $0 to $8 million in revenue in a relatively short period of time and has provided the opportunity to grow our footprint in Charlotte and across North Carolina. With offices now in Matthews, Mount Airy, and Greensboro – we have become a regional CPA Firm.

Our geographical footprint isn’t the only thing that has been changed as a result of our growth strategy. We have also seen growth in our suite of service offerings that we are able to offer to clients. In the Triad we now have a large employee benefit plan audit practice, in Matthews we have a Capital Advisory arm of the firm, and overall we have grown our Sarbanes Oxley, Construction, Manufacturing, and Non-Profit Niches with the experience of key employees and the leadership of our Partner Group.

Thank you to the Charlotte Business Journal for including LBA Haynes Strand on this list and congratulations to the other 49 companies that have been honored as well.

To learn more about LBA Haynes Strand, set up a time to meet with one of our team members in Matthews, Greensboro, or Mount Airy!