Dale Leifker

Providing CFO services and Business Transition Services in Wisconsin


About Dale

Dale A. Leifker

Lake Geneva, WI CFO

32 Years of Experience

Direct Contact




Marquette University, Milwaukee WI

Certificates & Licenses:


Contact Dale Leifker 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™

Dale’s Bio

Dale has over 26 years of financial and operations experience in construction, distribution, trucking, retail, consulting, and service firms as a CFO and business advisor. He has extensive experience in the aspects of accounting, finance, administration, risk management, treasury management, helping companies through periods of high growth as well as organic sales growth, operational improvements, profitability enhancements and helping clients in turnaround situations thus improving their profitability and their operational efficiency.

Dale is the CFO and trusted business advisor for several small and mid-market businesses in the Lake Geneva, Milwaukee, Green Bay and the greater Chicago area. He has lent his expertise in financial management: operations and profitability improvement, financial and strategic planning, growth strategies and exit planning strategies. He is adept at using planning and financial tools, his expertise and industry specific data to improve his client’s profitability and build on their successes. He currently serves a variety of clients including contractors, trucking, transportation, distributors, retail/wholesale, e-commerce and specialty service companies.

Dale is proficient at understanding the company culture for his clients and developing an actionable vision consistent with the company's mission, employing best-practices, and motivating the client personnel in the implementation of the vision, operational, strategic or marketing plan(s).

Prior to joining B2B CFO®, Dale was Vice President Finance/CFO at a specialty contractor. There he played a lead role in driving sales from $25 to $45 million, reducing costs over $2 million and implementing a companywide accounting system along with enhanced procedures for cost containment and job accountability. He also managed the accounting, administrative, treasury and IT departments. In addition, Dale was instrumental in preparing the company for its ultimate sale and assisted management in preparation for the sale from financial records preparation to providing counsel on the financial ramifications. He played a pivotal role on the structure of the transaction to yield the optimal financial outcome.

Preceding this position, Dale was VP and CFO of a mechanical contractor where he was instrumental in doubling sales to $110 million, and led teams in the acquisition and implementation of accounting and management reporting systems, improving efficiencies within the accounting and operations departments.

Dale earned a B.S. in Business-Accounting from Marquette University in Milwaukee WI in 1985. Dale has served on several boards of directors for construction, insurance and not-for-profit companies. He lives in Lake Geneva WI, and enjoys spending time with his family, camping, hiking, backpacking, golf and biking as well volunteer work for local organizations.

Contact Dale (262) 325-2318


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Recent Articles

Nov 28Dale Leifker

To Manage or To Lead? That is the Question

Nov 28Dale Leifker

“Management is about persuading people to do things they do not want to do, while leadership is about inspiring people to do things they never thought they could.” – Steve Jobs In today’s work climate, a debate is stirring regarding the differences between “leaders” and “managers” and whether or not a manager can be a leader. As this has always been an interest of mine, I find myself periodically reviewing new articles relevant to this discussion and wanted to take

Nov 28Dale Leifker

Can a CEO have an Employee Base that is both Effective and Creative?

Nov 28Dale Leifker

The hardest-working, fastest employee is the most effective and productive employee, right? Ironically, effective employees become more effective and creative when hectic and high stress environments are minimized. High productivity stems from employee satisfaction. The challenge for you, as a CEO, is to create a workplace where strong communication, a community culture, and healthy work environments trigger a job satisfying level of productivity and creativity. Ask yourself three questions to make it possible. 1. How do your employees communicate with

Sep 7Dale Leifker

S.M.A.R.T Steps for your Success

Sep 7Dale Leifker

How successful are you in 2017? Are you achieving your personal and business goals? If you are like the majority of busy people, you didn’t write your goals down. There are many reasons not to write our goals but unfortunately most of them are negative. Does this sound familiar? o If I write down my goals and don’t achieve them, I have a constant reminder of failing. o I like to be flexible, writing goals down puts limits on me.

Jul 19Dale Leifker

How to Choose the Right Retirement Plan for Your Small Business

Jul 19Dale Leifker

An attractive benefits package is an integral part of every small business owner’s talent acquisition and retention strategy. New research finds workers rank retirement plans fifth on the list of perks they prefer to an increase in salary. Despite that, many business owners assume the costs involved are too high, and the plans are too time-consuming to implement. However, the key is to find the right plan for your business. To that end, compiled below is a list that defines

Feb 25Dale Leifker

Can a CEO Rest When There is Work to be Done?

Feb 25Dale Leifker
Balance between work and play

I have worked hard over the past four years without taking a significant vacation break. That changed a few months ago when I took an adventurous 10-day tour of southern Mexico. This tour reminded me of the importance of balancing the daily grind of work with the relaxation of life. As a busy CEO, you need to remind yourself about this too. The challenge for us is identifying how to maintain a healthy balance between work and play. Don’t think

Aug 27Dale Leifker

Are You a Leader and a Motivator?

Aug 27Dale Leifker

When you sit in your office as the CEO, do your employees strive to improve their work to be more like you, regardless of job titles? When you walk across the workplace floor, do you sense your workers feel encouraged to reach for success like you did 10, 20, or 30 years ago? Are they motivated to continue to strive for that success? If your employees already feel that way, then you are a great leader and motivator. The following

Feb 25Dale Leifker

Is Your Business Ready for 2015?

Feb 25Dale Leifker
Team Players Only Display

Do you have a budget, plan and strategy? Does your corporate culture and philosophy reach every employee and every segment of your business? Always remember – your business is likely your largest asset and deserves to be managed as such. As you embrace the New Year, ask and answer the following: 1. Am I clear about the value drivers – i.e, the competitive advantages – of my business are? 2. What are the factors that increases the value of my

Jul 10Dale Leifker

Why the Boss Brings the Doughnuts

Jul 10Dale Leifker

As we turn the calendar to the latter half of the year, it is important to remember that employee recognition does not always have to come at the end of the year. As the leader of your company, you must find ways to say thank you by continuing employee recognition throughout the year in ways that are positive, effective, and affordable. If employee recognition is not continued on a year-round basis in various forms, a year end bonus is not

Mar 26Dale Leifker

Working Capital: The Good, The Bad and The Ugly

Mar 26Dale Leifker
Man Kneeling Down Before Dollar Sign

Working capital is the excess of current assets over current liabilities and is a financial measure of liquidity or ability of a business to meet its obligations. Current assets include cash, accounts receivable, inventory and other assets that are expected to be converted to cash within 12 months. Current liabilities include accounts payable and accrued expenses for salaries, taxes, interest as well as loan payments and other liabilities due within 12 months. The GOOD news is that effective management of

Sep 14Dale Leifker

For the fourth consecutive year, B2B CFO© ranks among America’s fastest growing companies

Sep 14Dale Leifker

  B2B CFO NAMED TO INC. 5000 LIST FOR FOURTH CONSECUTIVE YEAR Company’s Founder and CEO Jerry L. Mills to Speak at Inc. 500|5000 Conference on Exit Strategies MESA, ARIZ. – (August 29, 2013) – B2B CFO, the leader in CFO services for mid-market companies, today announced that it was named to the 32nd annual Inc. 500|5000 list. This marks B2B CFO’s fourth consecutive appearance on the prestigious list. Companies such as Microsoft, Oracle, Timberland, Vizio, Intuit, Jamba Juice and