F.O.C.U.S. Resources - Lea Strickland CMA CFM CBM

	Get References and Referrals on Service Providers – Meet with Several before You Commit (size: 24.1 KB last modified: 03-16-2004 )
	Do Research on the Legal and Tax Forms of Business (size: 24.1 KB last modified: 03-16-2004 )

F.O.C.U.S. Perspectives

	Putting the Business Strategy and Structure Together - Puzzle Pieces (size: 68.1 KB last modified: 06-20-2005 ) Without a clear vision of where a business wants to go - a picture - and a strategy for assembling the pieces, a business can expend tremendous amounts of time and capital on trying to find the correct configuration of the puzzle pieces. If the company's leadership isn't able to provide "clues" or identify methods and guidelines for trying out various pieces, then the business struggles - it continues to burn resources searching for the solution.
	Are You Good or Are You Lucky (size: 74.0 KB last modified: 02-14-2005 ) One of the pitfalls of a business that takes off right away is the ease with which one can say “I’m good!” That may be true, but it also may be that you are lucky. This isn’t meant to be a negative attack or to devalue success. It is meant as a cautionary tale.
	Backyard and "Over-the-Fence" Consultants (size: 55.9 KB last modified: 09-04-2004 ) A discussion of the why the advice you get over-the-fence from friends and families may not "fit" your business.
	Before You Hire A Consultant (size: 68.0 KB last modified: 11-23-2004 ) This may seem to be strange advice coming from someone whose business centers on advising businesses, but here it is. Before you hire a consultant, consider you might already know what is wrong with your business. Yes, you or members of your organization probably already know quite a bit about your business problem. You just may not want to face it.
	Best Practices versus Bad Practices (size: 68.2 KB last modified: 12-30-2004 ) When does using a "best practice" become a "bad practice", when an individual or company represents someone elses intellectual property as their own.
	The Business Cold (size: 43.8 KB last modified: 09-04-2004 ) In these days of sound bites and quick fixes, one-size-fits-most solutions seem to be as prevalent as the common cold and as hard to treat and cure. Most people probably have had the experience of someone from their organization reading a book or attending a conference and coming back with the “best, new way” to run the business.
	Cash Management - Not Paying the Bills (size: 45.0 KB last modified: 09-04-2004 ) This article discusses the impact of not paying your vendors for products and services.
	Flat Forehead Syndrome (size: 57.2 KB last modified: 09-04-2004 ) Whether working as an "intrapreneur" in large companies, as a small business owner, or as an advisor to many companies, it is likely that you have experienced "Flat Forehead Syndrome.” It is the result of beating your head against the brick wall
	General Seminars Don't Mean Specific Results (size: 69.7 KB last modified: 05-02-2005 ) Too often seminar participants leave an event believing that if they follow the example in a seminar they will "get" the results their particular business needs. Unfortunately, unless the example truly represents what your business is and does and needs, it rarely works that way.
	How For-Profits Compete with Not-for-Profits (size: 67.7 KB last modified: 01-20-2005 ) Many for-profit businesses – consultants, seminar and workshop providers, and a host of other businesses are finding their toughest competition is coming from “not-for-profit” entities. Commercial businesses that provide services to other businesses (and individuals) are finding it tough to compete against the “free” or “discount” offerings being provided by the not-for-profit sector – including business associations, community colleges, and other organizations – both privately and government funded.
	Independence - Does Anyone "Get" What Enron Means to Business (size: 76.1 KB last modified: 02-14-2005 ) Perhaps I shouldn't be surprised, but I have to admit I am. In the past several months, I have encountered many instances of what I view as "compromised" independence. Here are a few examples: • A CPA firm providing CFO services and serving as auditor for a private company.
	Is Ego the Problem (size: 68.3 KB last modified: 12-31-2004 ) It is part of our conditioning to preserve the perception of who we are as defined by our role, our job, or our knowledge base. When we are the leader of an organization, that same need often translates into making decisions based upon how we define our role and how we believe we need to be perceived.
	The "New" Entrepreneur (size: 101.5 KB last modified: 11-23-2004 ) Addresses the impact of the outsourcing of "professional" roles out of the corporation and off-shore; the benefits of becoming an entrepreneur and questions to consider from personal and business perspectives
	"Nice" (size: 77.4 KB last modified: 12-30-2004 ) Sometimes it seems that using the word “nice” to describe a manager is like telling someone their blind date has a "great personality." It doesn't address the good or the bad. It certainly doesn’t include the whole picture of the person or particularly relevant characteristics, but it does set off warning signals in our brains.
	No Easy Answers (size: 66.6 KB last modified: 11-23-2004 ) Business owners (like everyone else) often want easy answers to difficult business issues. It seems to be reassuring to have someone say, “This problem (or solution) is definitely ‘X’.”. In business, however, there is rarely one specific thing going wrong and creating all the issues in a company.
	Prospects: Pipeline or Pipe Dream? (size: 71.3 KB last modified: 11-23-2004 ) If you have been investing a significant amount of time and money pursuing a particular prospect and things just aren't happening, it may be time to determine if the anticipated deal is business in the pipeline or a pipedream. Many times that deal we just keep hoping is going to come through is a pipedream. Somehow it has become unacceptable for prospective clients to say "no".
	Service Providers and Intellectual Property (size: 54.9 KB last modified: 09-04-2004 ) Sometimes as service providers, it is difficult to draw the line between what is intellectual property and what is “community” property. Service providers, including lawyers, web designers, and other consultants/advisors often have as part of their unique business models and processes “tool kits” that they use to provide services and develop “tangibles” for the client.Sometimes as service providers, it is difficult to draw the line between what is intellectual property and what is “community” property. Service providers, including lawyers, web designers, and other consultants/advisors often have as part of their unique business models and processes “tool kits” that they use to provide services and develop “tangibles” for the client.
	Service Providers - Start as You Intend to Go (size: 60.0 KB last modified: 09-04-2004 ) Sometimes the simplest lessons are the hardest to learn. Service providers need to understand the elements that impact the business and the strategic decisions that need to be made.
	Sound Byte Mentality (size: 70.8 KB last modified: 11-23-2004 ) Everyone has experienced the 30-second elevator pitch – from formulating your own to listening to other peoples. If you can say what you do in 30 seconds, then everyone gets it. Right? From my perspective a 30-second “sound byte” can be too short or too long.
	Too Much Scorekeeping, Not Enough Results (size: 70.7 KB last modified: 05-02-2005 ) At a recent event the keynote speaker stated that the sales force didn't need to be bothered with or constrained by "those accounting measures". It is a sad statement which is made too frequently and reflects the experiences (apparently bad) the speaker (and from their reaction, the audience) have had with the financial and accounting role in the companies they have worked for.
	Understanding the Business of Business (size: 56.2 KB last modified: 09-04-2004 ) Businesses are about more than the product, service, or technology. Success lies in the ability to run a business well.
	Understanding the Different Experts (size: 71.2 KB last modified: 09-04-2004 ) When looking for expert assistance in your business, it is important to understand the roles and focus of the experts you are considering.
	When No One Answers (size: 70.9 KB last modified: 11-23-2004 ) Everyone has experienced it. Someone calls you prospecting for business. You get a message on your voicemail, you get a card or letter in the mail, and sometimes it is something you are interested in getting more information about. So you return the card, send an e-mail, or pick up the phone. Then you wait. And wait and wait.
	Working In and On the Business (size: 43.8 KB last modified: 09-04-2004 ) Contrary to popular opinion, it isn’t the product or service a company creates or delivers that makes the difference in the success or failure of a business. It isn’t the most exciting, newest, or most innovative concept – even a revolutionary one – that generates the largest bottom-line. In most instances, it is the determination and work ethic – the effort the founders, owners, and employees put into the business – that makes a business stand out from the rest and generate substantial bottom-line results.
	You Should Make Me Participate (size: 54.1 KB last modified: 09-04-2004 ) One of the many things that amazes and confounds me is the statement “You should make me participate.” There are many variations of it depending upon the situation. “You should make me <fill in the blank>."

Strategic Leadership return to top

	Vision, Strategy, Structure, Results (size: 76.0 KB last modified: 06-20-2005 ) Clarity of vision is essential, as no business can serve every master or every customer. Selecting an "appropriate" strategy is key. Structure is a function of current operations AND the vision of where the company intends to be over a period of time.
	10 Reasons Businesses Fail to Reach Full Potential (size: 66.2 KB last modified: 09-04-2004 ) The article contains 10 key factors that business founders and executives need to be aware of and address to improve the probability of the organizations success.
	10 Things To Consider When Launching Your Business (size: 97.1 KB last modified: 11-23-2004 ) Whether you are thinking of starting a business or have already taken the plunge, getting clear is the first step to get going toward those desired outcomes. You may have a general idea (like those listed above), but to get “there” you need to be specific about what you want to achieve and get as a return. Arguably more important is what are you willing to put into the business to get that return.
	Caterpillar or Butterfly? - Turning Your Business Around (size: 71.5 KB last modified: 11-23-2004 ) Being on the brink of success also means you are precariously perched on the edge of "doom." Success in its earliest stages can more closely resemble failure than our concept of "success." Outside pressures to produce revenues and show a return (draw a living wage) tend to increase and become greatest at the point when businesses are experiencing significant internal pressure to get the business model working. These pressures are like two storm fronts converging on a ship at sea which is attempting to navigate uncharted waters and deal with the on-coming storm.
	Death by "Leadership" (size: 64.0 KB last modified: 11-23-2004 ) Have you ever seen a business or other organization self-destruct because the managers or leaders couldn't or wouldn't get out of the way? Sometimes it is a case of micromanagement. Other times it is neglect. And sometimes, believe it or not, it is BOTH.
	Defining Conflicts of Interest and the Impact on Your Business (size: 74.2 KB last modified: 05-02-2005 ) What are conflicts of interest and how do they impact you and your business? Conflicts of interest occur when someone (an individual or a company) has multiple relationships or connections with another individual or company which could keep them from being independent in thought, action, or opinion. One of the largest and most widely known conflict of interest examples is Arthur Andersen and Enron. By having multiple roles as consultant, tax advisor/preparer, and auditor, the accounting firm could not be objective in its actions - too much of its livelihood depended on keeping the business.
	Ethics (size: 66.6 KB last modified: 11-23-2004 ) Life is about choices. Business is about decisions. Both require knowledge of your core beliefs and the tenets by which you will operate. Having certain knowledge of what you will and won't do enables you to act consistently and with a degree of reliability that enables others to know how to interact with you.
	Get Clear on Strategic Objectives (size: 68.4 KB last modified: 09-04-2004 ) Clear strategic objectives align the organization and establish priorities for day-to-day activities
	Hunky Dory Management (size: 55.0 KB last modified: 11-23-2004 ) I’m not sure of the origin of the term “hunky-dory”, but I am familiar with the repercussions of it in organizations that look to special “solutions” to impact bottom-line performance. Running a business and making changes to existing operations is difficult, whether you are you are in the early stages of starting a business, own a small business, or are working in or leading a corporation of any size, or if you. . .
	Investing IN Your Business (size: 73.0 KB last modified: 11-23-2004 ) In the past several weeks, colleagues have related they have been experiencing an increase in businesses contacting them for services – only to be asked to “donate them” to a for-profit start-up business. We’ve often heard “it never hurts to ask” Think, however, what you are asking someone to do.
	Just Because You Can, Doesn't Mean You Should (size: 54.9 KB last modified: 09-04-2004 ) In dealing with employee schedules, compensation, and performance, there are a number of legal choices a business can make. This doesn't mean that in the long-term business perspective those are the best choices. For instance, a company can require an exempt employee to be on-call 24/7 for an indefinite period of time. That doesn't mean it is good for the employee or the company.
	Limited Information, Limited View, Limited Results (size: 72.9 KB last modified: 05-02-2005 ) The consultant’s view, of the business with whom s/he is working is obviously limited to the client’s disclosure. Many times clients limit disclosure of information to • what they believe is relevant • what they “understand”, or • what they want to share. One of the motives behind this can be an effort to limit the scope or cost of a project. It can also be, however, a result of not understanding the full scope or impact of withholding information.
	Return on Investment - Strategy and Action (size: 65.5 KB last modified: 09-04-2004 ) Many times we undertake projects because we have the “excess” funds available to do so. We invest capital and time to improve the operations and processes that are functioning and are somewhat successful (or we wouldn’t have the funds).
	Right Role, Right Person, Right Deliverables (size: 58.1 KB last modified: 09-04-2004 ) One aspect of business that often goes awry involves identifying resources and the cost required to acquire or use those resources. While equipment and other physical assets may be a significant part of your start-up capital, the human assets - employees, contractors, and service providers - will be on-going expenses and can result in significant "opportunity cost” to your operations.
	Risky Business - Diagnosing Enterprise Risk (size: 75.9 KB last modified: 09-04-2004 ) When businesses think in terms of risk it is generally from the traditional perspective of investments, hedging, and investments. There is another perspective that precedes that traditional perspective - diagnosing the business to identify operating factors and elements that can lead to financial exposure and loss that can lead to the "enterprise risk" as measured and reported in financial markets.
	Strategic Human Resources (size: 52.8 KB last modified: 09-04-2004 ) By the time many organizations “get around to” addressing the human resources aspect of their business – especially the compliance aspect – there are numerous violations which can impact not just the financial and operational aspects of the business but also impair the ownership of intellectual property.
	Strategy - Beyond the New Year's Resolution (size: 66.3 KB last modified: 02-14-2005 ) The tradition of making New Year's resolutions is reflected in the strategic objectives and ambitious plans established for the year. Unfortunately, the flipping of a calendar page doesn’t equip a business to do things differently. There is no magic in a date, and once the initial enthusiasm has waned, life is, at best, back to business as usual.
	Transitions - Planning for Change (size: 68.4 KB last modified: 11-23-2004 ) A business undergoes numerous changes throughout its lifetime. In its earliest stages, a business will be searching for a clear identity, a viable business model, and a paying audience for its products or services.
	What Is Holding My Organization Back? (size: 83.8 KB last modified: 05-02-2005 ) This question has several possible "answers". Without more information on the outcomes you have been pursuing, it isn't possible to diagnose what is going on. So the starting point is defining the issue. Is your company operating at peak performance? Do you seem to spend more and more dollars for less and less return? When you invest in expanding the “capacity” of your business does it truly translate into more results (revenues and profits)? If not maybe you didn't invest your resources in the right option - or if you did choose the right investment option, maybe something else is preventing you from getting maximum results.
	Who Is Running Your Business (size: 73.7 KB last modified: 11-23-2004 ) In every business there are activities and tasks that the owner, manager, founder, or key executives don’t like to do, don’t know how to do, or just don’t want to do. When those tasks are key elements or effect the key elements of how your business does business, the people handling those tasks essentially begin “running” the business.

Strategic Finance Issues return to top

	Accounting for Success (size: 80.5 KB last modified: 06-23-2005 ) Accounting for your business can be so much more if done well. Beginning with the setup of the accounts to be used, all the way to developing insightful reporting which enables you to understand the aspects of your business which are working and the ones which need to be changed or eliminated.
	Adding Basel to the Debt Mix (size: 60.3 KB last modified: 05-02-2005 ) No it isn't a typo. Basel refers to the banking accord addressing financial risk in lending that will be mandated for many banks (and their customers) in 2007. Basel II requires certain banks to begin setting aside capital against short-term loans (lines of credit) and applying credit risk calculations for lending.
	Angels and Other Investors (size: 71.3 KB last modified: 02-14-2005 ) In the initial stages of your business, funding tends to come from your own pocket and through personal loans. Depending upon the size, scope, and type of business, those funds may be all you need to get your business going and generating sufficient revenue, profit, and cash to fund its own growth and provide income at desired levels for you and your team.
	Bottom-line Analysis (size: 31.6 KB last modified: 11-23-2004 ) The numbers tell the story. Every aspect of what you do and don't do is reflected in the financial results of your business. What is and what isn't present indicate the activities the business is undertaking and the results which are or are not happening.
	Finance and Human Resources in the Results (size: 51.9 KB last modified: 09-04-2004 ) Financial and human resource activities and processes significantly impact the bottom-line.
	Financial Results and Running the Business (size: 52.2 KB last modified: 09-04-2004 ) Part of the process for reporting financial results is the ability to understand what generated the bottom-line result. It is both a financial and operational issue - What is in the numbers?
	How Will Check 21 Impact Your Business? (size: 56.0 KB last modified: 09-04-2004 ) A discussion of the new regulations known as "Check 21" and the impact cash flows and operational processes.
	Financial Statements - The Key to Understanding Your Business - Profit and Loss Statement (size: 75.8 KB last modified: 02-14-2005 ) Financial statements - the balance sheet, income statement, and statement of cash flow - can provide valuable insights into what your business is doing. You may be surprised what they can tell you IF they are setup to do more than satisfy financial reporting and tax requirements.
	Late Paying Customers (size: 76.2 KB last modified: 11-23-2004 ) We have a client that continually pays late, as much as 75 days late. It is also our largest customer. They currently have another late substantial outstanding balance. Now they are ordering more products. They aren’t willing to pay the outstanding balance, refuse to pay cash for this new order, and are threatening to take their business to someone else if we don’t agree. Can this be handled tactfully without causing hard feelings? We are considering putting them on cash basis only starting January 1. What do you think?
	Looking for Strategic Finance (size: 46.0 KB last modified: 10-05-2004 ) Who hasn't heard about the impact of Sarbanes-Oxley on the operations of public companies and the boards of those companies? Is there a lesson to be learned for the private, early-stage, emerging, or growth company? Emphatically YES!
	Strategic Plans and Budgets As Performance Tools (size: 55.0 KB last modified: 09-04-2004 ) Understanding how to get the most out of your strategic plan is important. A robust strategic planning process includes translating the strategic and operational objectives into pro forma financial results.
	Taking the Numbers Operational (size: 59.1 KB last modified: 09-04-2004 ) As we all know, the financial and tax perspectives on the numbers are vital to any business. The focus on the financial and tax perspective over the managerial perspective is the traditional, pre-dominant view in business. As the business environment continues to increase pressure to control cost, run tighter operations, and become more competitive, there is a correlating need for increased visibility and traceability between activities or events and the reported numbers.
	Trends in Taxation - Sales and Use Taxes (size: 53.1 KB last modified: 09-04-2004 ) Discussion of some of the indicators of change in the dynamics of sales and use taxation - future perspective on increased reporting and tax rates
	Understanding the Impact of Cash on Growth (size: 76.4 KB last modified: 09-04-2004 ) Companies can experience significant cash flow issues while growing the business. Cash is essential to growth understanding the impact can make all the difference.
	Where IS my Cash Flow (size: 77.6 KB last modified: 12-30-2004 ) Actual cash needed at any point in time or over a certain period is tied to your operational decisions, level of business activity, and the terms of "acquisition" for your business inputs - labor, materials, supplies, etc. The greater the magnitude of the demand for inputs
	Why Is Cash Flow Important (size: 76.7 KB last modified: 02-14-2005 ) Well, the answer may be self-evident and glib, but without cash your business doesn't exist. You have to have cash to pay the bills. Profit without cash doesn't pay the bills. Sales without cash receipts don’t pay the bills. Cash inflows that arrive after you need them won't enable you to pay the bills (on-time).

Technical Topics return to top

	10 Ways to Create Positive Cash Flows (size: 51.7 KB last modified: 09-04-2004 ) 10 Operational and financial strategies to improve your cash flow
	Budgets, Forecasts, and Financial Performance (size: 128.8 KB last modified: 09-04-2004 ) The second in a two part series on how budgets and forecasts impact financial performance.
	Can The Business Have Moving Targets? (size: 112.2 KB last modified: 09-04-2004 ) The first in a two part series on budgets, forecasts, and their impact on financial performance.
	LLC or S Corporation - Which Is "Right" for Your Business? (size: 65.7 KB last modified: 09-04-2004 ) A discussion of the difference in these two "flow-through" entities.
	Selecting an ERP System (size: 50.9 KB last modified: 09-04-2004 ) As organizations grow and expand operations, the need for strong data collection and reporting tools increases. Businesses usually begin operations with tools – accounting and others – which aren’t comprehensive enough. They are not adequate to span the operational aspects of the business and support controls and functionally needed as complexity increases through sales, operations, manufacturing or other growth activities.
	Worker Misclassification (size: 62.6 KB last modified: 09-04-2004 ) It can be costly to the business to improperly classify employees as independent contractors. Understanding the potential operational and financial impact is critical to every business.

Business Structure return to top


	Vision Strategy Structure Results (size: 76.0 KB last modified: 05-02-2005 ) The successful organization - one that is both productive currently and viable long term - has integrated the vision, strategy, and structure of the organization to enable financial success. The ability of an organization to achieve every iota of success it is capable of delivering depends first upon the organization’s clarity of vision, second on its to select the appropriate strategy (or strategies) to accomplish the vision, and ultimately on the structure the organization puts in place to deliver the "goods" to the customer.
	Beyond Yesterday To the Organization You Need to Be Tomorrow (size: 68.7 KB last modified: 11-23-2004 ) Organizations large and small often fall into the trap of changing to stay the same. Businesses create structures and roles and simply put different people into already existing positions. Further, organizations tend to promote people who are highly successful in a particular role into positions and other roles they are less equipped to handle.
	Business Plans - Its Not the Document (size: 44.9 KB last modified: 12-30-2004 ) The importance of a well-written and complete plan document is its ability to convey to the targeted reader - a potential equity investor or debt holder - that “every” aspect of the business has been thought through and analyzed; that you have made reasoned decisions and assumptions about the business's product, market potential, operations; and that you have quantified the financial potential of the business model.
	Business Plans - Not Created Equal (size: 54.0 KB last modified: 12-30-2004 ) Each type of plan serves a purpose, is targeted to a specific audience, and depends, in part, on the stage of business the organization is currently in and/or moving toward. The nature of an organizations’ business is another factor that significantly influences THE type of a plan it needs.
	Self-Analysis - Knowing When To Change (size: 70.9 KB last modified: 11-23-2004 ) In building your business, you will come to rely on many different people to fulfill roles in your business and as advisors and "coaches". The relationships you build are critical to your success. If these same relationships aren't capable of evolving, however, they can become impediments to that success.
	Strategic Alliance Challenges (size: 66.4 KB last modified: 11-23-2004 ) Strategic alliances, as with other business ventures, require thought, planning, and strategic objectives from day one. Often businesses fall into the trap of the "well let's see what this will do" with no clear concept of what will be required to make the relationship succeed - or even if the relationship has the potential to generate a result that is in line with your overall business objective.

Government Resources return to top


	The Award, Now What (size: 77.9 KB last modified: 11-23-2004 ) For many companies, getting the grant proposal accepted and winning the award is the "end game". The reality is that it is just the beginning of the process. Once a grant has been awarded, the grant recipient begins the process of negotiating rates and identifying the business requirements needed to support and satisfy the terms and conditions of the grant. While grants are "free" money – meaning they don’t normally have to be repaid, they do have technical and business performance and regulatory compliance requirements that must be met.
	Grant Compliance and Accounting - It's not Rocket Science! (size: 72.3 KB last modified: 02-14-2005 ) Some say that grant accounting and its related cost and tracking activities isn't "rocket science". Certainly it isn't rocket science’ it can, however, be intimidating, confusing, convoluted, and complex. With complexity increasing with every proposal, award, and completed project, the time it takes to stay clear, and in compliance can quickly become a concern if proper systems and processes aren't put in place.
	Grants and Contracts (size: 72.7 KB last modified: 02-14-2005 ) While reviewing the award documents for a client SBIR recently, I noticed the following language was included: “Failure to . . . may result in termination for default of this contract. Contractor may be liable to refund all monies paid during the performance of this contract, receive an unfavorable past performance evaluation, an administrative assessment, or other adverse action.”
	Grants - Don't Take the Process for Granted (size: 55.8 KB last modified: 11-23-2004 ) It is important to understand the implications of the grants on all aspects of the business, particularly accounting, project management, human resources, and intellectual property ownership.
	Grant Recipient Considerations (size: 75.0 KB last modified: 11-23-2004 ) For many companies, getting the grant proposal accepted and winning the award is the "end game". The reality is that it is just the beginning of the process. Once a grant has been awarded, the grant recipient begins the process of negotiating rates and identifying the business requirements needed to support and satisfy the terms and conditions of the grant. While grants are "free" money – meaning they don’t normally have to be repaid, they do have technical and business performance and regulatory compliance requirements that must be met.
	Grants Requirements (size: 114.2 KB last modified: 11-23-2004 ) For grant recipients, both first time and experienced, understanding the scope of requirements associated with awards can be time consuming, complex, and confusing. Many of the requirements associated with grants are embedded in the overall constitutional structure of the government and the legislative acts that created the specific agencies. Add to that the fact that agencies have the ability to impose additional restrictions and requirements on grant recipients through specific grant agreements and you have a multitude of requirements to identify and meet.
	Pennywise, IP (Intellectual Property) Foolish (size: 69.5 KB last modified: 11-23-2004 ) Often business individuals, whether working along or as the owner of a small business or start-up technology company, do not fully understand the impact contracts and other agreements they make will have on their ownership of intellectual property. A young and/or growing business is often cash constrained; they’d rather save money for the costs of the patent process than have attorneys review every agreement.

FOCUS Points return to top

FUTA Changes
01-05-2005

Beginning January 1, 2005, the IRS exempts employers from depositing FUTA taxes until their FUTA tax liability exceeds $500. This new regulation applies for periods ending after December 31, 2004. The threshold for periods ending December 31, 2004 or prior is $100.