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when
growing
is the
goal
These companies stand ready to
provide support tailored to the
unique needs of your business.
company profiles by
lee lusardi connor
Interested in seeing your company profiled?
Call Hilary Whidden at 212.307.6760 x718.
The The Bookkeeping
Company of New of New York York City City
Address: Address: 27 W. 27 20th W. Street, 20th Street, Suite 706, Suite New 706, York New NY York 10011 NY 10011
Phone: Phone: 212.242.6010 212.242.6010
Website: Website: www.tbcnyc.com
Email: Email: info@tbcnyc.com
Year Founded: Year Founded: 2001 2001
Number Number of Employees: of Employees: 16 16
CEO: CEO: Mathew Mathew Heggem Heggem
Profits by
the numbers
An accounting consultant should be a
business owner’s ally for the day-to-day,
and the long-term, too.
B
ig dreams often get realized by the proper execution of small
tasks—notably, the job of keeping good business records.
“People who understand the need to grow their business
also tend to understand that good bookkeeping is an investment,
not an expense,” says Mathew Heggem, CEO of the accounting consultancy
firm The Bookkeeping Company of New York City (TBCNYC).
“As bookkeepers, we are the watchdogs, the people on
the ground who know what’s happening and when,” he says.
“Furthermore, if needed, we can also function as the accounting
department, including providing training and staffing, as well as
controller and CFO consulting services.”
TBCNYC, founded in 2001, has served more than 300
businesses in nearly 30 industries and trained over 250 accounting
professionals. Clients include professional services firms such
as attorneys or marketing consultants as well as retailers,
manufacturers and not-for-profit organizations.
The company’s in-depth knowledge of a client’s books gives it
the ability to provide advice on a range of topics, such as analyzing
the cost of a payroll services contract; providing necessary
documentation and advice when a line of credit is being sought;
and working with a client’s CPA firm as needed. For training and
recruiting, TBCNYC draws on DisCOvErBOOkkEEPiNg, its awardwinning
training program.
“Clients can leverage our resources without bringing on new staff
and the accompanying benefits, payroll taxes, or bonuses,” Heggem
says. “And, like any other industry, accounting is constantly changing,
with new software, new tools, and new possibilities for integration
with third-party systems.
“it’s our job to keep on top of that,“ says Heggem, “so we can
provide customized reporting and advice to clients—and allow them
to concentrate on what they do best.”
A top-notch tech advisor can help a company mine its
data, navigate the cloud—and even predict the future.
o matter what field a company
is in, information technology has
Nbecome core to business delivery.
And that means technology consultants
must step up their game.
“IT needs to have a role in
management not just for technology
perspective, but for input on business
direction in terms of how you use data
and work with your people,” says Adam
Eiseman, founder and CEO of Lloyd
Group technology consulting firm. “You
can’t just buy the technology you need
today; you need to buy what you’re going
to need three years from now, otherwise
you’re at risk of tremendous pain.”
Lloyd Group is also able to help
clients with an acquisition-based growth
strategy. “We know how to make sure
a client has, not just the infrastructure,
but also a process in place to onboard
new people seamlessly,” Eiseman
says. “Everything we’ve learned over
the years about humanizing technology
experiences helps everyone feel a part
of a new, combined organization.”
the human touch
For Eiseman’s team, having people skills
is as important as having technical
Lloyd Group
Address: 263 W. 38th Street, New York, NY 10018
Phone number: 212.282.0300
Website: www.lloydgroup.com
Email: helpme@lloydgroup.com
Year Founded: 1995
Number of Employees: 75
CEO: Adam L. Eiseman
know-how. “There are a lot of great
companies that do what we do,” he says.
“What’s different about us is our people.
We specifically go out and recruit people
with tremendous client skills, who are
more supportive, and look for the team
to succeed as opposed to the individual.
Cowboys don’t do well here.”
This hiring and training focus
benefits clients in two ways, Eiseman
says. Because a Lloyd advisor is not
concerned with being the sole problemsolver,
he or she is quick to draw on the
resources of the overall team, making
solutions not only comprehensive but
efficiently reached.
The second benefit lies in the comfort
level a Lloyd advisor is able to provide
through skilled client service.
“Nobody’s calling us when they’re
having a good day,” Eiseman says. “We
know that if you have a technical issue,
you want your consultant not just to
fix the problem but to manage anxiety
and understand the business problems
behind it.”
Given the challenges of the
marketplace, growing businesses are
increasingly turning to IT advances
to improve the bottom line. Toward
Adam L. Eiseman
IT at the
management
table
that end, experts have been guiding
companies to cloud technology. “The
cloud takes a lot of risk off the table
because companies don’t have to make
as great of an infrastructure investment
and tie up their capital,” Eiseman
notes. Once that capital is freed up, it’s
decision time, he says: “Companies then
have to choose how to redeploy that
money in ways that make the business
better.”
Increasingly, the management of data
will be key to success. “This is a fastgrowing
part of our business, not just
for tech companies but for traditional
businesses such as jewelry retailers and
disaster cleanup companies,” Eiseman
says. “All kinds of companies are sitting
on tremendous databases of information
and don’t know how to use it. They need
to learn to reinvent and add new lines
based on data they’ve gathered over the
last few years. Mining existing data to
use in business planning is going to be
the huge trend moving forward.
“It’s a fast-changing world,” he
notes. “By involving us as part of their
management team, a company is not
going to make poor IT investments, and
will always stay ahead of the game.”
“T
Louis C. Grassi
Do you know
what it takes
to grow?
oday, every industry is somehow
being turned on its head. The
marketplace is very competitive
and only going to get more so as time goes
on,” says Louis Grassi, CEO and Managing
Partner of Grassi & Co. Accountants and
Success Consultants. “For an entrepreneur,
that means he or she has got to be
ahead of the market, or be its victim.”
Helping companies come out on top is
Grassi & Co.’s explicit mission. “We have
a whole cadre of people in different areas
who can advise clients on best practices
and industry trends,” Grassi says. “They
do performance benchmarking, technology
assessments, and so on.” The firm offers
a broad range of services—accounting,
auditing, tax planning and preparation,
management and technology consulting—in
a variety of fields, including financial services,
manufacturing, construction, real estate,
healthcare, and not-for-profit.
What ties it all together, says Grassi,
is the firm’s single-minded focus on its
clients’ goals. “When a new client comes
in, everybody knows what the plan is for the
whole year. The whole staff is in alignment,
like the Rockettes, with the purpose of
helping the client succeed.”
Current economic conditions mean a
big-picture view is necessary for even the
smallest company, Grassi says. “There’s
been a huge market compression in a lot of
Grassi & Co.
Address: 488 Madison Avenue, New York, NY 10022
50 Jericho Quadrangle, Jericho, NY 11753
Phone: 212.661.6166
516.256.3500
Website: www.grassicpas.com
Email: cpas@grassicpas.com
Year Founded: 1980
Number of Employees: 200
CEO: Louis C. Grassi, CPA, CFE
In a fast-changing business landscape,
the best accountant asks entrepreneurs the key
questions—then helps them find the answers.
businesses,” he notes. “Everybody wants
to buy something cheaper; their customers
are demanding it. We can go to a company
and look at their cost structure in the
context of what’s going on in their industry.
We can tell a client what we’re seeing and,
equally important, ask them what they are
seeing and address what their specific
issues are.”
Once fully briefed about a company,
Grassi advisors can run “what-if” scenarios.
In one recent case, the firm was able to warn
a client of the perils of its reliance on two
large customers. When one of the customers
subsequently ran into financial problems, the
client was prepared with a Plan B.
In another recent case, a Grassi & Co.
client was faced with the bankruptcy of a
major vendor. Not only did the firm find a
solution to get its client get back on track
and minimize losses; when word of the
solution got around, the bankrupt vendor’s
other customers hired Grassi & Co. as well.
“We’re a high-touch organization,” Grassi
says. “When we’re in, we’re all in. Our
hallmark is, yes, we know we have to do your
audited financial statement; yes, we’ll do your
tax return. But let’s put your business under
a microscope. Where are you vulnerable?
What do you do best? We meet with the
client quarterly and this is the discussion we
have. And our clients are seeing multiples of
value as a result.”
It’s a process that works with a range of
company sizes, beginning with start ups, he
says: “There are companies we’ve basically
taken from the concept state to a few
hundred million a year, helping with funding
and beyond, every step of the way.”
To keep the focus on client success,
Grassi annually requires the firm’s partners
to answer a question themselves: “How did
we add value to each relationship this year?”
And Grassi has twice-monthly breakfasts
with a rotating roster of 8 to 10 staff people
to keep in touch with how the company’s
mission is succeeding in practice.
“Our commitment to clients is in our
firm’s DNA,” Grassi says. “Some people
say accounting firms are boring, but let me
tell you there’s a lot of excitement in this
firm. That’s what happens when you’ve
been one of the five fastest-growing CPA
firms in the country for the last 10 years.”
Grassi & Co. has also been selected as
a Best of the Best firm by INSIDE Public
Accounting for the past seven years, an
accomplishment only three other firms in
the country have achieved.
What matters most, Grassi says, is the
next 10 years—and beyond. “Entrepreneurs
need advisors who aren’t just looking at
issues from a historical perspective, but
focusing on what the marketplace is dictating
about what you need to be a survivor.
“It’s the road ahead that counts.”
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Advertorial written by a professional writer 500 words 300 words
Magazine (featuring your company profile) 100 100
Low-res pdf file for use online YES YES
Company Profile featured on nyreport.com YES YES
Professional photographers shooting at your location (optional) YES -
Reprints of your company profile 100 -
Contact Hilary Whidden at 212.307.6760 x718 or hwhidden@nyreport.com
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