Managing the Lifeblood of Contracting - Cash Flow
Recorded On: 11/14/2017
Cash flow is one of the most important issues facing contractors today. Having survived the downturn, companies are faced with starting new projects, hiring staff, and investing in assets to support the business. More companies go bankrupt due to cash flow issues than due to profitability. Many things can and should be done to improve cash management practices. We will explore a range of tools and techniques, from simple to complex, that allow firms to manage and control cash flow.
Michael McLin, Managing Director, Maxim Consulting Group
Michael McLin is the Managing Director at Maxim Consulting Group responsible for leading the business and guiding the strategic direction. Michael works with construction related firms of all sizes to evaluate business practices and assist with management challenges. Having worked in the industry, Michael has developed a practical and objective perspective to solving business challenges. Areas of specialization include: organizational assessments, strategic planning, project execution, productivity improvement, prefabrication, peer groups, and training programs. Mr. McLin is a nationally recognized, dynamic public speaker and published author.
Michael is also an experienced peer group manager having consistently run groups whose membership represents some of the largest, most sophisticated contractors in the U.S. He has led electrical, mechanical, dry wall, fire protection, and heavy-civil and general contractor peer groups - both union and non-union. With expertise in many facets of the business, Michael is adept at utilizing tools and analysis available to the peer groups to identify opportunities and challenges within an organization. His structured approach to running peer groups ensures all members have an opportunity to learn and grow.
Mr. McLin’s experience in the construction industry spans nearly two decades. He has worked for various contractors as a laborer, operator, CDL driver, foreman, estimator, asset manager, assistant project manager, project manager, and project executive. His project experience includes some of the most complex construction projects undertaken in the U.S. with nearly eight years on Boston’s $14.6BB Central Artery / Tunnel Project.