Imagine if you owned, managed or worked for a debt-free business. How would it differ from your current situation? As an owner/manager, how different it would be? Could you imagine that a debt-free business could generate more profits at a smaller size? Could you conceptualize that growth and infrastructure could be self-funded and slower, yet more profitable?

There are two extremely important issues that government contractors and grant recipients may not be aware of that may significantly impact them when they are under audit in the coming months and years. First, the banking, real estate, and other economic crises have initiated a "going concern" basket of auditor interpretations, assessments, and recommendations that are being applied in audits that are of substantial impact to how contractors/recipients to do business. Second, the level of understanding of business practices, methods, and "reasonable" standards may be lacking when it comes to the application and interpretation of standards and requirements being applied to companies.

Any business that seeks to find technological and market success must be able to demonstrate capability, credibility, and capitalization.  This trifecta of business success forms the platform for moving the organization forward.

How do we define "small business?" Is it by the number of employees?  The amount of revenue? Or who owns or controls the business?  Does it matter how much money it will take for a particular product to be developed and marketed?  Does the industry matter? The technology? How about all of the above?

Every task requires the right tools.  Building a successful business is a task like no other.  It requires a comprehensive set of tools which fit the task.  Using one tool when another is required often leads to unanticipated consequences.  Having the right tool isn't sufficient - it is also necessary to know when, where, and how to use it.