What Bridgit owns
- Operations, leadership and people
- Billing, collections and cash structure
- Owner pay as a planned line item
- Business development
Background
Bridgit spent 25 years in construction and operations. She started as a site administrator and finished as COO of an eight-figure company she helped build from nothing.
When she began, that company had bills 90 days past due and a payroll that was tight every month. Over more than a decade she helped turn it into a business with real money in savings, and by her own account the work was plain and unglamorous the entire way.
She is not a lawyer and does not touch case strategy or client work. Her focus is the other half of the firm: pricing, billing, collections, cash, people and the decisions that pile up on the owner's desk.
She is based in Monument, Colorado.
Memberships: ABA member, Brainz Magazine contributor, Entreprenista League member
How Bridgit works
- Calendar and bank accounts firstBefore any recommendation, she looks at where the owner's hours and the firm's money actually go.
- Set the owner's numberOwner pay becomes a planned amount on a set date, with a tax reserve alongside it, not whatever is left over.
- Recover money already earnedUnbilled work, unpaid invoices and discounts nobody tracked.
- Fix how money comes inPricing, billing, follow-up and a cash structure where each account does one job.
- Move work off the owner's deskA delegation plan, so the owner's time goes to legal work and bringing in matters.
- Measure it every monthProgress is tracked and reviewed in writing.
Where owners usually get stuck
- The owner is the bottleneck and every decision waits on them
- Plenty of ideas, but no sequence, so nothing gets finished
- Revenue comes in and leaks back out
- The firm runs on the owner's adrenaline instead of structure
- Past mistakes have the owner second-guessing every move
What Bridgit does with your firm
- Regular one-on-one strategy sessions with the owner
- Evaluating and pricing opportunities before you commit
- Preparing for key meetings and debriefing afterward
- Running weekly team meetings
- Roles, scorecards, hiring and performance conversations
- Rolling cash-flow forecasts and a written payment order
- Monthly financial reviews and quarterly strategy
- Knowing when to bring in your CPA, lawyer or insurer