Dave Saunders

Providing CFO services in Phoenix, AZ and surrounding areas


About Dave

Dave Saunders

Mesa, AZ CFO

25 Years of Experience

Direct Contact




University of Iowa, BBA

University of Iowa, MA Accounting

Certificates & Licenses:

Certified Public Accountant, AZ and WI (CPA)

Certified Management Accountant (CMA)

Lean / Six-Sigma Greenbelt


Scottsdale Area Chamber of Commerce

American Institute of Certified Public Accountants (AICPA)

Institute of Management Accountants (IMA)

Financial Executives Networking Group (FENG)

Financial Executives International (FEI)

Arizona Technology Council

The Indus Entrepreneur (TiE)

Contact Dave Saunders and receive a free Discovery Analysis™

  • A confidential meeting with the business owner(s), then interview company staff.
  • Look at the company’s financial information and computer systems.
  • Benchmark financial information against industry averages.
  • Create a confidential report of our findings in The Strategy Gameplan™

Partner Bio

Dave is a results-driven financial executive offering more than 20 years of experience and success in driving profit improvement, leading business growth, establishing and scaling operations and building operationally-focused teams. Dave has broad financial experience in technology based businesses including hardware, software, systems integration, interactive and social media, managed services and printing. He has also served in a variety of other industries including: manufacturing, consumer products, distribution, professional services and B2C services. He has held financial leadership positions with public and private companies ranging in size from start-up and middle-market to global Fortune 500 businesses. Dave began his career with a Big Four public accounting firm providing audit, advisory and acquisition services to mid-size companies.

Dave’s core expertise includes optimizing cash flow, improving profit, building processes and infrastructure to facilitate growth, managing operations and financial planning.

Dave prides himself on being a strong business partner with a strategic, market and operations based approach to delivering value beyond the numbers – providing leadership and independent perspective, solving problems across the business, guiding decisions and creating value. He thrives in dynamic, fast paced entrepreneurial environments with the ability to think in multiple dimensions, operate at a macro or micro level at will and bring direction and leadership to complex and ambiguous business issues.

Dave is a seasoned business partner and advisor who can help you achieve your business objectives and increase the value of your company. He is committed to investing the time to understand your business and its culture, learn your objectives and listen to your concerns and priorities. Dave is a CFO who thinks and acts like a COO, and the combination of his financial and operational expertise makes him uniquely qualified to provide solutions for your business to facilitate growth, improve profits, maximize cash and deliver value.

Dave earned his Bachelor’s Degree in Business Administration and Masters Degree in Accounting from the University of Iowa. He is a Certified Public Accountant (CPA), a Certified Management Accountant (CMA) and a Lean / Six-Sigma Greenbelt. He is a military veteran with eight years of combined service as an officer in the Army National Guard and Army Reserve.

Additional Areas of Experience and Expertise:

Finance and Accounting:

  • “Operationalizing” your accounting function. Coaching and mentoring teams to better understand and support your business. Aligning processes, reporting and analytics with strategy and operations to improve decision making, accountability and business performance.
  • Budgeting and forecasting. Developing sales and operations focused budgets and forecasts that are based on the commitments your management team has made to achieve your business objectives.
  • Profit improvement. Optimizing pricing, managing costs and expenses, improving margins and providing tools for management.  Developing tools to analyze and improve your business model.
  • Decision support. Developing business cases to guide key strategic and operating decisions and investments.  Integrating business cases and investments with budgets, forecasts and metrics.
  • Financial systems and processes. Implementing systems and processes to improve efficiency, operational effectiveness and information delivery.
  • Audit and due diligence planning and preparation.
  • Managing relationships with banks, insurance companies, accountants and investors.

Operations Support:

  • Working capital management. Developing tools to analyze elements of your cash conversion cycle, improving the sales and operations (S&OP) planning process, improving inventory turns, cash collection and vendor terms.  Developing cash flow forecasting tools and processes.
  • Key performance indicators. Identifying and implementing key performance indicators (KPI’s) linked to strategic and operational objectives and financial reporting.
  • Cost management. Developing cost accounting processes and tools to understand the direct costs of your products and services, identifying key drivers of labor, overhead and supply chain expenses, fixed costs and the breakeven point. Implementing cost reduction and operational improvement plans, measuring progress and facilitating accountability.

Strategy, Marketing and Sales Support:

  • Business Exit Planning. Identifying appropriate options and developing a plan to exit your business that meets your financial and career objectives.  Implementing a financial and operations based strategy to improve the value of your business and make it more attractive to investors.
  • Strategic planning. Analyzing strategies, investments and alternatives and building a driver based growth and profit roadmap for your business. Developing KPI’s to measure progress in achieving your objectives. Identifying creative ways to fund innovation, investment and growth.
  • Developing business models and investment cases for new products, services, markets, channels and business alliances.
  • Pricing. Providing competitive analysis and pricing support for products and services across multiple direct, channel and OEM paths to market. Developing tools to monetize the value of your solution to highlight competitive advantage and customer benefit.
  • Product line and channel management. Developing product and customer profitability reporting. Building tools to analyze and manage pricing, promotions, channel programs and margins and product life cycle planning.

Contact Dave (480) 433-1310

Your Name (required)

Your Email (required)


Your Message

Input this code: captcha

Recent Blog Posts

Mar 14Dave Saunders

The challenge of growth – transferring authority to a new manager.

Mar 14Dave Saunders

One of the most challenging and stressful aspects of leading a high growth business is determining the appropriate time to hire resources to manage various functions of your business.  Quite often business owners make this difficult decision when they themselves become a constraint in growing, planning, managing and administering their business and tending to customers.  Once the decision to bring on sildenafil pfizer 50 mg generico one or more managers has been made, the equally challenging process of identifying candidates

Feb 21Dave Saunders

Arizona Technology Leaders – What is the value of your solution?

Feb 21Dave Saunders

Have you developed an outstanding solution for your customer based on your extensive knowledge of a business process or an industry and its related needs and pain points? This solution could take many forms including software applications, management services, integration services, consulting services and processing services to list just a few. The goal of each solution is usually to solve a specific problem and allow your customer to do more with less, reduce cost and complexity, do things faster, increase

Dec 30Dave Saunders

Get ready for 2013 tax and regulatory changes that can impact your business.

Dec 30Dave Saunders

There are a number of very significant changes that might impact how you manage your business and personal finances that could go into effect on January 1st, 2013.  Some of these changes have already been written into law through the Affordable Care Act or have been passed by Congress.  Others, however, are still being hotly debated as politicians try to reach https://www.levitradosageus24.com/buy-levitra-5mg-x-4/ a compromise on the pending fiscal cliff. A list of the more significant changes that are http://www.viagragenericoes24.com/female-viagra coming

Dec 30Dave Saunders

Concentrate on making 2013 a great year for your business by putting a quick close on 2012.

Dec 30Dave Saunders

2012 is drawing to a close and it is time to start focusing on growing your business profitably in 2013.  For many small and mid-size businesses, however, it might be three months before the books are closed on 2012, operating results are reported and the related tax liabilities are understood.  Maintaining such extended concentration on the prior year can dilute the business owner’s focus on growing their business in the current year and, with taxes being such a material cash

Nov 26Dave Saunders

How many leads does it take to get to the center of your sales plan?

Nov 26Dave Saunders

How many leads does it take to get to the center of your sales plan? In the last newsletter, I demonstrated how to design a Sales Funnel for your business that will allow you to track and analyze deal flow at the various stages of your sales cycle.  I also discussed metrics that you can use to measure activity and analyze results.  In this newsletter, I will expand upon this discussion by demonstrating how to convert your company’s current deal

Nov 15Dave Saunders

Understanding your sales cycle.

Nov 15Dave Saunders

Understanding your sales cycle. In order to effectively plan revenue and cash flow for your business it is important to understand the sales cycle.  A sales cycle is the amount of time that it takes your business to: Qualify a lead to determine that there is a need and that you have the capability and capacity to fill that need; Develop the appropriate set of relationships within the potential customer to demonstrate your capabilities, validate your company and its experience

Oct 29Dave Saunders

Factoring Accounts Receivable – Understanding your factoring agreement.

Oct 29Dave Saunders

Factoring can be a good method of accelerating cash flow for many small and mid-size businesses, but it is important to understand the contract that you are entering into with the factoring company.  Thoroughly understanding the contract and its associated terms will help you understand the costs and limitations imposed by the contract and help you develop processes to maintain compliance with its terms.   Failure to maintain compliance with contract terms can result in an abrupt termination of the financing