About
I have never walked into a broken company and found bad people.
Forty-one years as a CFO, COO, Controller, CIO, public accountant, and business owner, and what I found every time was a process somebody inherited and was never given permission to question. I am Scott Kuppersmith. B2B SOS is how I fix that for owners who cannot afford a full-time CFO and cannot afford to keep flying blind.
Book a fifteen-minute call LinkedIn
The short version
I started in public accounting, then spent four decades inside companies rather than auditing them from outside. CFO of a multi-country e-commerce start-up that did $4 million and 20,000 customers in its first year, with commission reporting for 10,000 sales reps. VP of Finance for a $20 million online electronics business. Controller, COO, and CIO at manufacturers, restaurants, and distributors. Owner of my own businesses, which is where I learned what the numbers feel like from the other side of the desk.
In 2019 I started B2B SOS to do the part of every one of those jobs that I was best at and that owners need most: walk into a company, find where the money is leaking, and build the systems so it stops.
What I actually did
Four stories I tell because they are true.
A phone bill the size of a book
$20,000 a month, almost all of it inbound support calls from customers who could not figure out the products. Management wanted to hire more reps. I spent $50,000 on setup videos instead. Call time dropped 90 percent, and a renegotiated flat rate saved $192,000 a year.
The question was: why is the bill so high?
Nine people, three days a week, to run payroll
For 150 employees. Electronic time clocks cut it to one person and one day, and surfaced something nobody had seen: years of early clock-ins adding up to overtime. Overtime fell 75 percent. Payback under three months.
The question was: why does this take three days?
Eighteen months of work, billed to no one
A venture-backed company delivered for a year and a half without sending an invoice. Millions burned. I built the accounting system and went back and billed it all.
The question nobody asked was: are we charging customers?
Ten nights a month to close the books
Linked spreadsheets nobody understood, keyed by hand into QuickBooks. The right ERP turned it into a two-day close, and inventory from three days and a crew to one day and one person.
The question was: why is it built this way?
None of these were fixed with fancier accounting. Every one was fixed by asking why the number was what it was, and then doing something about it. That is the whole method, and it is the book.
How I work
- Teach first, sell later. The audit and the KPI tool are free because I would rather you learn something than sit through a pitch.
- Done beats perfect. A two-day close you actually run beats a perfect one you never finish.
- Nobody is the problem. If a good person is failing, the system they were handed is the finding. I audit the process, not the person.
- Set people up to succeed. The shipping department that stopped speaking up had good ideas the whole time. Somebody had to ask.
- There is always a better way. You just have to be willing to ask why.
The book
The WHY That Saves Companies
Everything above, written down, with the tools to run it on your own company. About the book.
Speaking
Rooms full of owners
Owner groups, chambers, peer boards, leadership teams. Central Florida in person, Connecticut when trips line up, remote anywhere. Topics and availability.
Talk to me
Fifteen minutes about what is not adding up.
No pitch. If I am not the right person, I will tell you and point you at someone better.
Book a fifteen-minute call [email protected]