Glenn Kutler specializes in Operational Finance, galvanizing accounting and financial operations to be drivers of success - organizationally and strategically. Glenn helps clients reimagine and operationalize processes - and perform insightful analysis – to maximize the impact of finance in support of organizational goals. He has delivered positive results, completing successful projects for clients across many industries. Highlights include:
- Lighting Systems and Services - Refined funding needs; supported sale process: company sold for $20 million
- Metals Manufacturing - Forecast cash flow and bank ratios: renewed $5 million line of credit
- Building Contractor - hifted to higher margin projects; increased profit $1.0 million.
- Healthcare IT Services: Supported growth of cash flow and sales; raised capital over $5.0 million
- Microelectronic Engineering - Raised $12 million of venture capital
- Education Services - Turned around finances to enable a $5 million exit
- Pharmaceutical Packaging - Negotiated $10 million acquisition of specialized technology
- Engineered Materials - Sold new technology to a Fortune 500 Company for $10 million
Glenn began serving in this capacity through Fulcrum Capital LLC, which he founded in 1997, and affiliated with iDIMENSIONS in 2013. Prior to forming Fulcrum, Glenn was a financial executive at Bachow and Associates, a $200 million venture capital firm; Director of Corporate Development and Strategic Planning for MEDIQ Incorporated, a $300 million healthcare service company; and Vice President of Heritage Capital Corporation, a startup merchant bank.
Glenn graduated from Swarthmore College, has an MBA from New York University, and earned a Certificate of Professional Development at Wharton.
Glenn Kutler worked with a $10 million technology company as a trusted advisor to the leadership team, helping position the company to raise capital. The company rebuilt its financial foundations - by integrating the efforts of sales, marketing and operations with finance, and by introducing new processes for revenue forecasting, budgeting, cash management, corporate finance and strategic planning - and accomplished the following:
Phase 1 - Reduced Losses to Zero and Stabilized Cash Flow
- Engineered the repayment of $1.5 million of debt in cooperation with lenders through the systematic use of internally generated cash flow.
- Reduced overhead expense by $500,000 annually.
- Targeted new business to maximize cash flow and profitability.
Phase 2 – Reorganized Tactically and Restored Profitability and Growth
- Negotiated and closed a $500,000 bank line of credit.
- Invested over $150,000 in new infrastructure.
- Recalibrated pricing model to obtain long term contracts.
- Negotiated and closed a $2.0 million contract renewal with a large client.
- Grew revenues 50%.
- Generated over $2.0 million in cumulative profits.
Phase 3 – Invested Strategically and Increased Enterprise Value
- Self-funded a $1.0 million investment in next generation technology.
- Yielded a multi-million dollar multi-year contract.
- Reached the $10.0 million revenue range, setting the stage to raise capital: Over $5.0 million in external funds obtained to date