This post is the second in a six-part series on Atomic Object’s ownership and the non-ESOP approach we took to gradually shift from a founder-owned
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Finances
Atomic Ownership, Part 1: Context, motivations, and accomplishments to date
In 2007, when Atomic Object was six years old, I decided I wanted to broaden our ownership base to include employees. In 2009, we executed
Understanding the seasonal impact of vacation time on revenue
We’ve long observed that Q4 tended to be a heavy-hitter on paid vacation time, but I was surprised by the distinct seasonality pattern I found
Client diversity drives good financial results
Atomic is an intentionally-general software product development consultancy. We’ve found success through technology and client diversity. Instead of focusing on a single industry or technology
Visualizing cash flow for shareholders with a Cash/AR graph
Cash is the life blood that runs a business. If it’s mismanaged, it’s highly likely that the company will experience pain. Unfortunately, employees are often
What’s your company worth?
What is an innovation services firm worth? I had to answer this question when we started broadening the ownership of my company beyond its co-founders.
Creating financial leverage in a service firm
Innovation service companies, like Atomic Object, sell their time and talents to help clients grow revenue or expand a market through the creation of software.
Compensation games distort the whole economy?
Might compensation games be distorting the entire US economy? I wrote last week about my belief that using money to motivate people was a bad
Four easy changes improved our P&L statement
The profit and loss (P&L) or income statement is critical for understanding your business. Every quarter we close the books, analyze the P&L, compare against
Accounting for calendar distortions in your financial results
Update: 20 July 2017 Per an email request, here’s the current version of the spreadsheet we use to make the quarterly accrual adjustments for revenue