Brian E. Christian

Providing CFO services and Business Transition Services in Wisconsin


About Brian

Brian E. Christian

Oconomowoc, WI CFO

30 Years of Experience

Direct Contact



UW Milwaukee

Marquette University

Certificates & Licenses:




American Institute of Certified Public Accountants (AICPA)

Wisconsin Institute of Certified Public Acountants (WICPA)


Greater Brookfield Chamber of Commerce

Contact Brian Christian 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™

Brian’s Bio

Brian is a CPA with over 20 years of financial management and operational experience ranging from start up to large, mature operating entities. Brian has consistently assumed leadership roles in organizations across a diverse group of industries and in the process has gained a fundamental understanding of the critical success factors necessary for companies to achieve and maintain growth and profitability. Relationships are critical to being a trusted advisor to his clients- Brian has forged and maintains long term, professional, working relationships with attorneys, CPAs, commercial lenders and insurance brokers.

As a lean, six sigma practitioner, Brian brings a strong, grounded understanding of efficient operations to accurately define, measure and analyze problem areas and then implement solutions that reduce expense and improve cash flow. His operational focus and professional background in both accounting and finance give him unique abilities to create financial systems and controls that support a company’s current business needs and provide the scalability and flexibility to rapidly adapt to changing market conditions.

Brian possesses years of expertise in transaction structuring, risk management and loss control focused on minimizing company liability exposure, reducing lost time accidents and minimizing property, casualty and workers compensation insurance expense. He has also successfully planned and implemented continuity and succession strategies to prepare companies for planned and unplanned changes in ownership and management.

As the owner/CEO of your business, you have the right and obligation to know, at all times, how your business is trending as to financial position, profitability, sales pipeline, employee turn-over etc. Brian has implemented integrated, cohesive, long range strategic business planning (encompassing sales pipeline management, marketing and operations), annual operational budgeting and disciplined, routine financial forecasting practices. The integration of these initiatives is invaluable to the successful management of any company. Together, they keep your "fingers on the pulse" of your business.

As Vice President- Finance & CFO, Brian deployed these skills to create the internal accounting controls and finance infrastructure that enabled the successful negotiation and re-negotiation of several secured, asset based line of credit agreements ranging in size from $600,000 to $25 million. This financing fueled the intelligent growth of the company from the start up phase, into a Metropolitan Milwaukee Association of Commerce Future 50 entity grossing $350 million in annual revenue.

Brian is licensed by the State of Wisconsin as a Certified Public Accountant, is a member of the American Institute of Certified Public Accountants (AICPA), a fellow member of the Wisconsin Institute of Certified Public Accountants (WICPA) and the Turnaround Management Association (TMA). He holds an MBA from Marquette University with an emphasis in Finance and an undergraduate degree in Business Administration from the University of Wisconsin- Milwaukee with majors in accounting and finance. Brian has served on the Finance Committee of St. Jerome Parish and is the current President of St. Jerome Parish School Athletic Association. Brian and his wife of 23 years are members of the Oconomowoc Golf Club and reside in western Waukesha County with their three sons and daughter.

Contact Brian (262) 391-0337


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Recent Articles

Why, Who, What

By Brian E. Christian   Why Entrepreneurs, business owners, chief executive officers (CEOs) pour their heart and soul into their companies and are integrally important to their employees, shareholders, lenders, investors, communities and, as a collective whole, the economy of our great nation. They are also the reason B2B CFO® was born of humble beginnings over 25 years ago and as a result…we, as Partners in the firm, continue our daily mission to improve their lives. Who Today, B2B CFO®

Have You “Hired” the Right Bank? | Due Diligence Essentials


Recently I was visiting with a very good commercial lending officer. We were discussing the current economic climate and the trends we both have witnessed lately with respect to commercial and Industrial (C&I) lending. He made an off-hand comment that I probably did not adequately appreciate at the time, but upon reflection it hit me like a brick! He said: “I wish potential clients would perform a little due diligence, or at least a half hearted attempt to find out

Observations from a CFO for Hire in Oconomowoc, WI

CFO's tips

In working with my clients, I have solved several common issues with which they previously struggled. All of them are critically vital to profitable growth and sustainability. The good news is that with focus and accurate analysis they can be rectified. In no particular order, here are five that I see most often: 1. Lack of Timely, Accurate and Meaningful Financial Statements. All business decisions have financial implications. Without basic financial information, it may be a shot in the dark.

Thoughts on Venture Capital in Oconomowoc, Wisconsin

Venture capital

I just finished reading an incredible article titled “Courting Venture Capital” written by J.D. Kern, CPA in the June, 2011 edition of the Journal of Accountancy, published by the American Institute of Certified Public Accountants. I wholeheartedly agree with Kern with respect to how to attract angel, venture capital or private equity investment to a new, emerging or growth company. Being a CPA myself and having earned an MBA, I readily admit that quantifying the investment opportunity in numbers alone

Middle Market Waste, Inefficiency & Excess Cost

Excess cost

In today’s economy, reducing administrative overhead costs to their bare minimum can literally mean the difference between success and failure for middle market companies. In an environment when top line revenue is, at best unpredictable, it makes perfect sense to lower the break-even revenue point of the company as much as possible.  One of the easiest ways to accomplish this is to outsource payroll AND eliminate any redundant input of job cost information. It is one of my standard recommendations and

The Cost of “Standing Around”

Standing around

I just finished a great article I found in the August/September 2012 edition of Pavement Maintenance and Reconstruction (, a construction industry trade publication. The article appears in a re-occurring department of the magazine, written by Brad Humphrey. The August/September article was titled “Why do your workers stand around?”. I highly recommend reading this article as Mr. Humphrey boils down the answer to the title of his article into six reasons: 1. No. Pre-Planning 2. Too Many Laborers 3. Over-Estimation

The Nature of Engagements


There is no such thing as a “typical” B2B CFO® engagement, which is what makes our proprietary, proven six-step GamePlanTM process highly effective. Briefly, the six steps are as follows: 1. The Discovery AnalysisTM 2. The Strategy ProcessTM 3. The Strategy ImplementationTM 4. The Results SolutionTM 5. The Excel ExperienceTM 6. The Exit StrategyTM The most critical step in the GamePlanTM process is the Discovery AnalysisTM simply because it allows us to accurately diagnose and assess all of the needs

The Value Proposition of a Good Business Plan

When was the last time your company put together a Business Plan? The answer I usually hear is “Well, we’re not a start-up- we’re financed…we are mature and operating, we use budgets and strategic planning instead. Business plans are not just for start-ups anymore. A good business plan has the following components: 1.    It should have revenue projections based on well defined, measurable marketing activities aimed at: a. Recurring business from current customers. b. Lost business from current customers. c. New

Thoughts on Quality, Risk and Value

Thoughts on Quality, Risk and Value

Thoughts on Quality, Risk and Value By Brian E. Christian, Partner B2B CFO® The value of anything is pretty simple to define. Naturally, it is what someone else, at an arm’s length, is willing to pay for it… When it comes to the value of a middle market, privately held business, this definition is arrived at by way of the product of two critical inputs: The past earning power of the business as measured by the adjusted earnings before interest,

To Audit or not to Audit…That is the Question

Illuminated Green Exit Sign

To Audit…or not to Audit…That is the Question By Brian E. Christian, Partner B2B CFO® Not too long ago, I was having lunch with an extremely skilled, experienced and knowledgeable business transaction attorney. We were having a discussion about the recent merger and acquisition (M&A) climate- including topical things like recent deal flow, his backlog and recent trends he has seen regarding “multiples” of earnings before interest, taxes and depreciation (EBITDA) and some of the industries his deals have been

What is a Private Equity Group? and What Do They Look For When Making an Acquisition?

Private equity group

What is a Private Equity Group? and What do they look for when making an acquisition? Brian E. Christian, CPA, MBA Partner B2B CFO® Before we address the unique nature of private equity groups, I’d like to impart a bit of sound advice: If you are, or someone you know is, serious about harvesting a lifetime of work and entertaining the idea of selling a closely held business; the biggest favor you can do for yourself, or them, is to

Why do Business Transitions Fail?

Business transitions

Why do Business Transitions Fail? By Brian E. Christian, Partner B2B CFO® Recently Axial Forum ( published an article by Tom Schramski, President and Managing Partner of Vertess entitled “7 Reasons Why Some Businesses Don’t Sell”. I loved this article for several reasons: It is well written, The subject matter is straight forward, It is easy to read, and most of all, The number one reason cited is something that I am passionate about… Mr. Schramski writes: “More than once,