Burn The Ships: Alex Wright on Committing to Success & Helping Businesses Thrive

Discover how Alex Wright, a former U.S. Naval officer, founding member of the City of Peachtree corners, and corporate finance veteran, made the bold decision to “burn the ships” and launch his own fractional CFO firm. Burn the Ships Financial embodies Wright’s philosophy of unwavering dedication to success. Wright explains how fractional CFO services can help entrepreneurs navigate their financial journey, from basic accounting setup to high-level strategic guidance.

Resources:

Burn The Ships Website: https://burntheshipsfinancial.com/

Key Takeaways:

• Burn the Ships Mentality – Why Alex embraced total commitment when leaving corporate America to start his own business.
• Solving Business Challenges – How a fractional CFO helps entrepreneurs manage cash flow, optimize processes, and grow sustainably.
• Financial Storytelling – The power of translating financial data into actionable insights for business owners.
• City Leadership & Business Strategy – Lessons learned from helping launch Peachtree Corners as a smart city and how that applies to business growth.
• The Role of Technology in Finance – How tools like QuickBooks and Power BI can improve financial planning—if used correctly.
• Long-Term Business Planning – Why forecasting, budgeting, and understanding financial trends are crucial for sustained success.

Listen in as Alex Wright shares his journey from the military to corporate finance and now to empowering small businesses with Burn The Ships Financial!

Timestamp:

00:00:02 – Interview with Alex Wright

00:02:27 – From Naval Officer to City Leader, Alex’s Remarkable Journey

00:06:45 – Burning the Ships, Commitment to the Mission

00:10:39 – Solving Business Problems as a Fractional CFO

00:13:59 – Optimizing Business Efficiency Through Financial Analysis

00:18:14 – Guiding Entrepreneurs to Financial Clarity

00:21:30 – Providing Financial Guidance and Structuring for Growing Businesses

00:25:46 – Translating Financial Data into Actionable Insights

00:31:19 – Leveraging City Startup Experience for Business

00:37:43 – Helping Others Succeed From Military to Coaching to Entrepreneurship

00:42:14 – Expanding Startup with Passionate Partners

00:45:31 – Connecting with Burn The Ships Financial

Transcript:

00:00:34 – Rico Figliolini

Hi, everyone. This is Rico Figliolini, host of Peachtree Corners Life. I have a great guest today, this morning, Alex Wright. Hey, Alex. Thanks for joining me.

00:00:43 – Alex Wright

Hey, Rico. It’s good to see you again. Thanks for the invite.

00:00:46 – Rico Figliolini

Sure. We’re going to have exciting things to talk about. But before we get into that, I just want to say thank you to our two sponsors, EV Remodeling Inc. and Eli and his family who live here in Peachtree Corners and the company is based here. Provide a sponsorship to us for supporting our podcast and our magazines. And EV Remodeling Inc. is a company that does design to build. You need a whole house remodeled or you just need your bath remodeled or your kitchen, they’re the people to do it. They’ve done over 260 large projects over the past few years. And you should check them out. Great supporter of ours. Great people. Nice guy. EVRemodelingInc.com is where you can find them. Our second sponsor, Vox Pop Uli, is also based here on Peachtree Corners. Family owned, they are a company, if you have a brand and you want to bring that brand to life, Vox Pop Uli is the people to do it. They do, think about the truck wraps, car wraps that you see traveling around, trade show booths, signage, anything you need imprinted on any object imprinting. They’re the people to do it. You need a backdrop for you, 20 feet by 10 feet tall, they can do it. Any of those things that will bring your brand to life is what they’re doing. Challenge them, and they’ll come back and surprise you. They’re right here in Peachtree Corners and Norcross. So check them out, Vox Pop Uli, and the link will be in the show notes. But if you search them, V-O-X, P-O-P, U-L-I, you’ll find them. Thanks again for your support. So now we have Alex. So let me introduce Alex a little bit. He has a great background. He served in U.S. Naval, as a U .S. Naval officer back during the 90s. He was the founding member of the City of Peachtree Corners City Council and has been a city councilman here in leadership here since 2012 when he was first elected. He was also the guy that originated the idea of Curiosity Lab that set our path on being a smart city and on so many foundational parts that the Curiosity Lab has been involved in including autonomous vehicle, 5G technology, and all that. So without him, I don’t know where we’d be when it comes to that. Georgia Institute of Technology grad, so much more. He’s also a board member of the Peachtree Corners Veterans Monument Association, if you’re familiar with that and the monument that we have at Town Center. So now that I’ve given a really good background, I think, of you, Alex, why don’t you tell us just a little bit more about what what you’ve been up to and where where we’re going?

00:03:33 – Alex Wright

Yes, that was a great introduction. I wish my wife could have heard how great you made me sound she would’ve found that entertaining. Yeah so I, after I got out of the navy, you know I went to the graduate school and then basically the next 25 years was at various companies in corporate finance. Some big ones, Glaxo Welcome, which I guess that was GlaxoSmithKline, Home Depot, Equifax. And then the last 11 years was at a big consumer products company in a divisional CFO role. That was here in Atlanta. And about three, I guess it’s probably November, I made a decision to transition out of corporate America and with some colleagues of mine that I used to work with, formed a fractional CFO company. Some people refer to it as business advisory firm. And it’s called Burn the Ships. That’s the name of the company. And so, yeah, we’re in the process of just getting engaged in the community, you know, looking for companies that could use our services.

00:04:56 – Rico Figliolini

So tell me, I understand the burn the ships part, but really what inspired you to name burn the ships financial?

00:05:04 – Alex Wright

So, you know, when I was making the decision to leave corporate America and, you know, that’s kind of all you know, it’s, you get comfortable with that and to make that, you know, giant career change you know it’s, it can be kind of scary. And I happened to be reading a book at you know during this time when I was trying to figure out and do I want to do this and the name of the book was called actually burn the boats. And the book is about it’s written, I can’t remember the guy’s name, but he’s an entrepreneur serial entrepreneur and the gist of the book is not to have a plan b. And you can apply that concept to really anything, whether it be your marriage or training for an athletic event or starting a business, that something that’s going to be challenging and require your full effort in order to succeed, you can’t have that thought of, well, if this doesn’t work out, I’ll just go back to that. It has to be a total commitment. So that phrase is a metaphor for total commitment. You know, there’s a, not to go into much of the history, but, you know, the phrase comes from, not to go into a lot of history, but of Cortes when he was exploring the coast of Mexico. He had been tasked with that. And he gets there and discovers that, you know, there’s the Aztec Empire is there and decides, hey, I want to go into the bowels of Mexico and see what’s going on there. He just had a few hundred men with him. These guys that he had with them were apprehensive, obviously, because he wants to march into the jungle, the unknown. Plus, their orders were to just explore the coast. Well, his solution to that was, I’m going to eliminate the plan B. And the way he did that was he literally burned all the ships. There was now no way to go back. It was succeed or, in their case, die. So that phrase is about total commitment to the mission. And it really, at that time, it rang, just struck a chord with me as I was trying to make this decision because that’s a big change in a lot of different ways. And so I really just loved the story, that idea of total commitment. And so that’s the brief background or as brief as I could make it, where that phrase came from, because I just loved that story about the, you know, the commitment. Those other, not to go on a lot of my other, you know, kind of pursuits that I’ve got in my life, but, you know, different, whether it be especially like athletic things or projects, some of the things we’ve done with the city where it’s only going to succeed, you know, totally buy into, you know, what we’re trying to accomplish, the total commitment. So that’s the, that’s the name. And you know another, some of the advice I got was you need to make the name evocative so when someone hears that name, I think what does that mean? You know versus opposed to a right CFO services.

00:08:27 – Rico Figliolini

Yeah, no I totally agree with that branding is key to to a lot of what we do and get people remembering. And I can appreciate what you’re saying too because having, I mean I have not worked in corporate environment except for a couple of years. And I’ve been on and off a business owner and then working for a company and stuff. So I’ve been on both sides of that so it’s a little different. But you’ve, your whole career has been with corporate large companies, so I can appreciate that jumping off the ship almost and not going back is really scary, I’m sure. So your experience has been as a divisional CFO at least for the past decade or so, I guess. How do you think that that’s going to, how does that shape the services that you’re offering through Burn the Ships Financial?

00:09:23 – Alex Wright

So in this role I had, when people say, I worked in corporate finance, that can mean a whole lot of different things because in larger companies, the finance department’s quite large. So the role I had, in this business, and this company had probably 15 businesses, and as a divisional CFO, you’d be embedded in the business. And what that means is you’re at the table with the decision makers actually helping run the business. From generating sales to making, say, manufacturing more efficient to how can we ship more efficiently to negotiating with vendors for better terms, you name it. You had exposure to that. So the relevance of that is you’ve seen, now granted, maybe it’s a bigger scale, bigger numbers, but the challenges of making a business successful, you’ve had exposure to a full P&L balance sheet, just like for a small company. And so that allows you, the reason that’s translatable is ultimately what, when companies hire someone. As a fractional CFO, really what they’re looking for is I’ve got a problem. I’ve got a pain point and I need someone to help alleviate that pain to make that, help take that problem away. So it’s really about problem solving. So running a business in the finance role is ultimately about solving problems as well. So I feel like the skill set is very translated because that’s what I did for 10 years, which was solve problems to make the, our business more financially successful.

00:11:13 – Rico Figliolini

In the practical way, can you give us an example, without sharing the company you worked with I guess or you know particularly, but is there an example that you can give of how that translates in an actual real life story?

00:11:30 – Alex Wright

Yes. So now you know at a larger company it’s especially when it’s publicly traded, you know, it’s all about how do we get our earnings per share up? You know, the company is normally pretty stable. And like, say, a smaller company, they might, in some cases, might be fighting for survival in some instances. So a little bit different scenario, but ultimately it’s about how do we make the company more profitable, whether it be small or big. And so an example of something we did at this larger company is, we were in a market where there wasn’t a lot of growth on the top because it was an industry that was actually kind of shrinking. So how do you grow profit if your top line is stagnant at best or maybe just growing through price increases, very low single digits? So one of the things that you could look at is, let’s look at our product, the actual composition of the product. So we are actually a manufacturer. Are there ways that we can make the product that we’re producing less costly, but hopefully in the process also make it more effective? And so in this instance, the product in this case was grass seed. You’re thinking, well, what can you possibly do to grass seed? But in today’s world, they actually take the grass seed and they put a biostimulant around it so that when the seed goes out, it has a much higher probability of germinating. So what you would look at is, what can we do with the stimulant to change the makeup of it, change the composition where it’s, maybe the germination is even higher, but we’ve substituted some type of material that costs less. So in those instances, you’re working with an R&D department, you’re marketing people. And so in this instance, we did that over a series of five years, switched all of our, you know, changed the composition of our products. And so the ultimate takeaway for that was we increased the margins for the business by about a thousand basis points. So what that means is let’s say your margin was 30%, now it’s 40%. So that’s, and that drops straight to the bottom line through that. Something is, it wasn’t simple, but you know, instead of saying, well, there’s nothing we can do because we’re not growing is to basically look at everything on the pan out. What are, you know, areas that we could look at? I mean, you could apply that to your own personal life. I’m trying to cut back on spending and you go through and look at every expense and explore it. And maybe we don’t need the 1G, you know, internet. Maybe we just need the 500 megabytes and, you know, no stone uncovered. That’s the way we had to operate and I think that’s very translatable skill for smaller businesses because most likely they’re going to be even more cost conscious than you know a bigger company that’s got you know, more resources at their disposal.

00:14:45 – Rico Figliolini

So it’s really looking closely not just at the books but at the process of what companies do, right?

00:14:52 – Alex Wright

That’s exactly right. So one of the things when I’m, and this is before I transitioned, you know people would say well you know what does finance do? It’s just kind of this broad term and I would always describe it as in three pieces and it’s very simplistic, the first the most basic part is the gathering of of information. And that could be billing AR, AP like in a big company that’s completely automated, smaller company it might not even really exist. The next level is you’re taking that information, you’re analyzing it, you’re putting it into a reporting format. At a bigger company, not completely automated, but mostly automated. At a really small company, especially like reporting, the small business owner, his financials might be his bank statement. That might be the limit of what he’s got. And the third part, and this is really where finance differs from, say, accounting, is. You are going to the decision maker and you’re saying, hey, if you pull this lever, this will happen over here. You’re giving them actionable data, advice, if you will, on how to drive the company, whatever the company’s financial goals are, giving them suggestions how to do that.

00:16:17 – Rico Figliolini

So it’s also, I guess. You know, if I look at it from what I do a little bit, from my business and stuff, every business is somewhat the same to the degree there’s peaks and valleys. You might not always have the same trend line of revenue coming in and stuff. So it’s finding how to maximize the use of the money that’s coming in and the money flowing out. Maybe it’s the manufacturing or the service side and how that’s being done. Whether that’s parts being delivered or how it’s being ordered and such. So you’re looking beyond just the numbers on the books. You’re trying to optimize the way a company’s doing business behind the scenes.

00:16:59 – Alex Wright

That’s right. And that’s the thing I was talking about being embedded in the business, being part of the decision-making is, again, looking at the full P&L. You’re not just reporting the news you’re trying to influence what’s going on. So you might be looking at in the course of a day okay how do we make our you know logistics more efficient. You might be looking at hey what’s the ROI on this marketing spend. You know any anything you can do to you know drive profitability. And that you know I guess that’s one of the upsides of a publicly traded company when you’ve got that pressure that quarterly pressure if we got to make earnings you know you’re looking at anything and everything all the time. Now there’s downsides to it because sometimes to make the numbers look a certain way things will be done that maybe aren’t super logical but you still have that relentless pressure to become more efficient to drive costs down as much as possible.

00:18:02 – Rico Figliolini

I think with certain types of business, like you said, the private business, smaller businesses, the owners tend to, the job keeps going, right? Three years will pass before you know it. Maybe they’re not optimizing their cash flow properly. Maybe they’re doing the work, if you will, and not really looking at everything because money’s coming in. Everything seems fine. They may not see even the trend of how things are going where maybe it’s going bad, but they’re not seeing it yet because maybe they have the revenue there. The cash flow is there. They might not see it for the next three months. And all of a sudden, they start realizing, whoa, this is bad. We’re beyond, why didn’t I see this before? So how does the aspect of what you do as a fractional CFO, let’s say, how will you give that foundation to these businesses? What’s the process, if you will?

00:19:01 – Alex Wright

Well, I think that obviously each company is different, right? You have to go in and see what, if any, processes they have. But I think if you make the assumption that they don’t, kind of your point, they’re just, you know, you’ve got this entrepreneur. They’re really good at making pencils. And that’s what their total focus is, selling those pencils, just growing, growing, growing. You know, they don’t really have a whole lot of time to, you know focus on the finances other than making sure they got enough money to meet payroll or buy anything. I think the key thing when you go in, in a situation like that is, you know, to talk to the owner or the founder, you know, understanding what is it that, you know, what are your, you know, try to define the goals besides just staying afloat, you know, kind of help them sit down. Okay. Let’s put this pen to paper. What is it you’re, I’m going to make something up, okay you’re doing 500,000, million in revenue and you want to get to a million and a half in two years. Again I’m just making this up. You know in the larger company it would be you know to be a budget or they’d call it a you know five-year plan it’d be some kind of structure you know a guide post if you will. I think that’s the, I mean you could apply that to your personal life. Like okay I’m trying to you know, retire at age 65 or I’m trying to lose 20 pounds or whatever it might be, whatever that you’re trying to accomplish. You’ve got the saying about if I fail to plan, I plan to fail. So I think that’s the key thing is to understand from that owner what it is you’re trying to accomplish. And then once, because ultimately it’s their business, you’re there to help them be successful. So once they’ve articulated what those goals are, then one of our jobs would be, okay, let’s lay out a plan to see if we can get to that. Because in some cases, you know, my experience has been people that are entrepreneurs, when it comes to forecasting financially, they’re not always the most realistic because they’re normally going to be really optimistic. I can conquer the world, which is you need that to be an entrepreneur. But one of the jobs of finance is to kind of poke holes in arguments, not to discourage people, but to make people think realistically, okay, can we grow from a million to a million and a half in two years? Understanding, you know, what is there a path to do that that’s realistic? And having those conversations with, you know, with these guys, because in some cases you’re bringing up things that maybe they haven’t thought about because they’re so focused on the here and now versus looking a year or two out that that’s just not really what they’re focused on because, again, they’re trying to grow the business.

00:22:08 – Rico Figliolini

So when you come into a firm, for example, you know, obviously people, you know, you want to build that foundation without the cost of a full-time CFO. I mean, that’s the idea, right? So work with me for a minute. In an ideal world, you would come in for a few hours or whatever that first month and then how would the rest of it work like is there a maintenance level that you provide? Quarterly stuff you provide? So give me in brief what that would look like to someone.

00:22:45 – Alex Wright

Right. So again, each company is going to be different but really kind of two levels, and I’m simplifying this, but really two levels of service. And you can pick one or the other or both. So let’s assume we’re talking about a company that we used an example earlier of the finances are literally the bank statement. I know how much cash I got. That’s kind of an extreme example. So we use that one as our example. So in that case, they don’t have a P&L or balance sheet. They don’t really know what’s going on other than, you know, how much cash they got in the bank and maybe in their head, they’ve got kind of a gut instinct of what’s going on. So in that instance, you know, you’re going to have to come in and create a structure that will allow you to build a P&L, which is, you know, the foundation of any type of forecasting or budgeting. You’ve got to have that initial document. And to get to that, you’ve got to go in and take basically all their transactions that, you know, are in their bank statement and create what’s called a trial balance, which is going to have a chart of accounts. Basically, all that is coding where, you know, okay, this is travel and this is, you know, sales and it’s basically, you know, accounting 101, right? And so that base level of service would be something like that plus reporting that goes with it. And that reporting you would get through programs like Microsoft power BI that can do you know anything at the like that but you’ve got to have the you know the numbers formatted. So that would be a basic level of service and the first time that initial transition that would be time consuming because you’ve got to you create something, a structure that’s not there before. But then after you’ve created a structure you know each month you’re just really just updating, you know the results putting them into a P&L format. And if we think back when I was talking about the three levels of finance that’s really like the first two levels combined. So that’d be like a fixed fee you know for that service almost like a subscription. The second level of service it’s more like what that kind of like that third level I was talking about before where you’re sitting down with the decision maker and you’re telling them hey, this is what’s going on with your business. And depending on if they wanted to have, layout objectives, then you talk about the progress each month of how are we progressing versus these objectives that we’ve laid out. And if we’re off course, what things can we change to get you back on course? And so that would be an in-person review where, the analogy I use is that movie, The Matrix, if you remember, they’ve got all the data that’s doing this, right? You can’t read it. And so if you’re not in finance, often people struggle to, you can give them 20 reports, but if they’re not a finance person, they’re often going to be like, I don’t really understand what this is telling me. That second level is, it’s really about storytelling, where you’re taking the information and you’re telling the owner a story, you know, not in a fictional way, but this is what’s going on with your business, but you’re translating it in a way that is easy for them to understand, versus if you’re just talking about debits and credits, they’re going to be lost with that.

00:26:21 – Rico Figliolini

So if they already have QuickBooks online, for example, they’re already getting reports, you’re at that stage already, but you’re able to tell them more than that, what the reports give them in numbers, because you’re looking at all of it, right? Holistically almost.

00:26:38 – Alex Wright

That’s correct. So you know a lot of companies will have you know they’ll have a controller, bookkeeper, you know maybe both of them. And so in my you know previous life I had plenty of accountants that worked for me and really what their job, and I’m simplifying and this isn’t to say anything negative about accountants, like I said I’ve worked in accounting. But their job really is to tell you okay this is the number and this number is correct. But if you ask them well okay that number is that’s a number ten, last year it was a five, why did it go from a five to a ten? That’s really not what their role is in most cases. So they’re challenged to you know explain the why part of it right? And so that’s where, that’s really where finance comes in to explain what is going on. And not just report.

00:27:36 – Rico Figliolini

And not just explain it. I  would imagine if, from my point of view, you might explain why that went from a five to a ten, but you should probably be able to give me advice on, you know, where can we take that from now? You know, why is this? I know the difference is there. I knew it grew. Maybe it grew for this reason, but you might be able to tell me how we can adjust that, right? I mean, the whole idea is, for you to provide guidance. So almost like a, what do you call it? A person that, the accountability partner, if you will, in this.

00:28:15 – Alex Wright

Yeah. Well, that’s the great thing about, you know, having a budget is that you’ve, again, we were using examples earlier, but you could apply it to different parts of your, you know, personal life, but having that objective. If you don’t have that objective, then you don’t really know. It’s like driving a car. You’re trying to get somewhere, but you don’t have a map. You’re going to struggle without that map to point you in the direction you’re trying to get to.

00:28:45 – Rico Figliolini

So now we’ve got here, does technology play a part in what you do as well in financial advisory or in this type of field?

00:28:59 – Alex Wright

So the, remember when earlier I was talking about the kind of the three levels of not services but you know what finance does, and what’s occurred over the last 20 or more than 25 years is that systems like say SAP or Hyperion or for these large ERPs is they have really kind of flattened the work structure of companies because what they’ve allowed is it’s really like an early form of AI. Is  they automated you know tons and tons of functions that before there would have been literally like armies of people you know just doing kind of mindless work almost and so technology, now some of these small companies you know they’re not going to have an SAP or Hyperion but when we were talking earlier about power where that’s like Quickbooks but on steroids the kind of things that can do. But the reality is, whether it be QuickBooks or Power BI, if you don’t have that basic level of the information formatted, the magic can’t happen without that. So ultimately, at the smaller companies, there is some manual aspect of, I’ve got to code this expense correctly, input it. So the technology, at a smaller company, you know, that doesn’t have an SAP or Hyperion or Oracle is really more in the, you know, the reporting phase, the things it can do once the numbers are formatted correctly. It’s almost mind boggling now that the danger there is you can have too many reports. I can produce 30, 40 reports, but it’d be too much, you know, information. And that’s the, so when people talk about, well, I got QuickBooks. or even got Power BI, if you don’t have someone there to interpret it for you, to say, well, this is actually what this is telling you, it’s a very limited value. Like we were, again, using the Matrix example of it’s great, but if I can’t take any actions based off of it, then I don’t really want to do it.

00:31:15 – Rico Figliolini

Right. And I can see that in a world where a company might have two, three, or four different credit lines using them for a variety of reasons. Well, the financial planner might come in and say, why do we have these two where your APR, your interest rate is this high, you’re actually utilizing the wrong credit line or, you know, there could be a variety of things there, right? Let’s look a little bit at experience. As a founding member of Peachtree Corners, the city of Peachtree Corners since 2012, how has the involvement in local government influenced your business perspective? Has that influenced it at all? And where does that go?

00:31:57 – Alex Wright

The thing that I, kind of a, not a comparison, but an analogy is, I was talking to someone about this the other day where we started the city. There was an election to whether to have a city, and then there was an election to elect a council. So we had seven people who, for the most part, didn’t know each other. And I mean that was the city, there was no city staff there was no anything. So the reason that’s relevant it’s almost like a startup where we’re like okay we need to find someone, it’s like you don’t know what you don’t know. You had to go find people to kind of help us get started and then there’s those growing pains of whether it be the relationships amongst the council or you know finding the right people from a staff standpoint to be part of a city startup because if you think about all the cities in the country, very few new cities. That idea of a new city, it’s not unique to Georgia but you know prior to say like 2005 that wasn’t something that was happening here. So it’s that, there’s only certain people that want to take that risk. I guess it was kind of like going from a big corporation to a startup, it’s you got to have the right you know mindset and you know kind of fire in your belly to do it so it’s being part of something and seeing it grow from you know literally the seven of us in a room one day like meeting each other to you know what there is now. It’s what I envision starting a company would would be like. And you know maybe the the comparisons aren’t you know the correlation not completely you know accurate but I would think for sure there’s some you know similarities those same kind of decisions we had to make about bringing the right people in at the right time and you know just being able to get along. Because at a smaller company I would think those relationships are, the importance of them are more pronounced because there’s fewer people. Versus at a larger corporation not that the relationships aren’t important but you know the success or the failure of say like working at the home depot headquarters is it going to be based on you know just a you know my relationship with somebody because there’s 400,000 people that work there.

00:34:17 – Rico Figliolini

Yeah, I think part of it too is you’re starting, you know, the city started with just, you know, with a certain amount of revenue because it took over some of that revenue being a city, franchise taxes, business licenses, but you also grew into a budget. And then as the city grew financially, I know it’s not a business, but you all treated it to some degree as a business, right? You didn’t spend money you didn’t have, or if you did there was a reason you knew where the revenue might come in from whether it was a grant or a loan or whatever it was. I’ve got to say that the city has overall done it responsibly. So has any of that informed the way you know or have you used your experience there you know working with that type of finance too?

00:35:08 – Alex Wright

So, you know the analogy I use sometimes with people is like the city council relationship, say, to the city manager is similar to in a company, a board of directors to a CEO. So that, you know, being a role, you know, because I was never on a board of directors at a company, you’ve got to be way up or probably older than me normally, you know, to be in that role of coming up with policies and then entrusting someone to execute those, you know, definitely gives you a different perspective. You know, running an organization because my career had been on the implementing people’s policy, you know, taking that directive from on high and implementing it and, you know, bringing it to some results. So to have that perspective from the other side has been, I think, good because, you know, I sit there and think about not too many people get that opportunity to be on the other side of the, you know, the table, if you will, to come up with policies. And trust other people, find the right people to enact those and make them successful.

00:36:20 – Rico Figliolini

Going from other experiences, your military service as a naval officer, has that also provided any experience that you’ve drawn on? Excuse my black cat.

00:36:34 – Alex Wright

No, you’re okay. That was a little more tricky. I think the thing that, where that part comes in, and this was really more about, you know, the why of, you know, I wanted to get into this type of work. Because when I was making the decision to leave corporate America, you know, I was in a position from a career standpoint, financial standpoint, a personal standpoint, you know, kids rolling off the payroll. There’s an opportunity here to do something different. And I did a, I don’t know if you know what a SWOT analysis is, but strengths, weaknesses, opportunities, threats, did like a SWOT analysis of myself and thought, what is it that, you know, now in this situation where I don’t have as much responsibility as far as taking care of other people, like what really brings me, you know, satisfaction, fulfillment, besides just, you know, helping a company get that EPS each quarter. And, you know, the common theme as I looked at all these different things I’ve been involved in. I looked at my military experience, looked at serving on the city council. I looked at the 20 years I coached kids sports. All three of those things are thinking, how the heck are those three related to each other? But the common theme, because each one of those brought me satisfaction in different ways, was that you’re helping other people in each of those instances. You’re serving other people. You’re making other people either successful or in the case of, you know, the military is really about, you know, serving the nation, but it was doing stuff for other people. Again, differently. And I thought, how do I take these skills that I’ve built up over 25 years and do that in a way where I can help other people be successful? Because one of the things I would constantly hear from small business owners is, we were kind of talking about it before where they’re really good at you know that making the pencils or whatever it is but they struggle with finance because that’s not what their you know expertise is. And in a lot of instances can’t afford you know to bring somebody in or they don’t they don’t need someone full-time. And as I learned more about that industry I thought this could really fill that that impulse, if you will, you know, I’ve got about how can I help other people be successful? And in a way where you go in, you take this person’s got their whole life’s work tied up in this business. Their heart and soul in it. And to be able to go in and help them eliminate or alleviate some of their pain points that are preventing them from being successful. That really appealed to me much more than, well, I’m just going to go back into I’m going to call it the matrix of corporate america life we’re just going to you know get that EPS up three cents. You get to a certain point in life where like I’d really like to a bit of focus more on giving back. Just like with the you know city council it pays eight thousand dollars a year an occasional free t-shirt but you just have a great sense of satisfaction when you go out to the Town Center and you see like the the playgrounds and stuff we’ve built out there and you see all those people enjoying themselves you think you know I had a some small part of you know bringing that you know joy to these other people so it’s that same you know you want to do the same thing but in this different you know industry.

00:40:16 – Rico Figliolini

Now and I can see that. I mean you brought a lot, you’re passionate about the things you do. We were talking about a little bit about the industries that you’re passionate in, the areas of like CrossFit and stuff. So, you know, a person that’s driven that way and that’s sharing. I mean, you’re doing the Memorial Day Challenge for kids on Fort Payne, which is our obstacle course. That’s probably one of the best in the city, if not the best. So I can see that. I mean, giving back to the community and all that. And working with entrepreneurs, startup businesses, or even just businesses that have been around for a while, providing them with information. And you’re right. Some people, number one, either they think they can’t afford it, but they really can’t ignore it, right? Because if they’re going to grow their business, they really need to know what those numbers mean. And, you know, I mean, you’re right. Bank statement or even a QuickBook report. I mean, fine, so you can see your business is growing, you can see its profitability, but you may not see the things that are coming, which those numbers can tell you. It’s almost like being a futurist with it, right? Or being able to tell the future with numbers, if you will. And those numbers don’t lie to a degree. So giving back to the community as a business leader, as a political leader, I mean, I know that’s part of what you do. The relationships you’re building with Burn the Ships Financial, I mean, you just started out. This is your first few months in business. And you want to be able to give the feedback that you can to them. So tell me what, you know, what do you look ahead? What’s your company’s long-term goals? We’re towards the end of our interview here. So I just want to know where you think you’re going, where you want to be in a couple of years. What type of clients, what industry maybe. What do you want to be? Tell me.

00:42:24 – Alex Wright

So one of the things that I’ve done you know as I was learning about other companies that play in this space you know some of their you know limitations whether it be bandwidth or skill set. One of the things I did is I reached out to a lot of former colleagues and said hey would you be interested in going on this journey with me? Like hey, don’t quit your job but you know would you like to you know partner with me on this? And literally every person I reached out to was like, yes, I would love to do this with you. They were very excited about it. The reason that’s relevant is, it gives us a scope of skills and bandwidth that I would argue most of these other companies just don’t have because they don’t have access to these people that have worked in companies. The reason I mentioned that to your question is, some of these folks that are really you know fired up about you know doing the business initially, I was just, I’m just going to do it myself and take on four or five six customers you know that have compelling stories but as these other folks really wanted to get involved you know I’ve been rethinking that just see how things go but you know it could be that things take off and we’re able to some of these folks come on board we might you know make it a bigger plan. I just wasn’t expecting the level of response I got about how excited people wanted to do this as well. So that’s TBD, obviously. We’ll just see how that goes. But money is a very personal thing, whether it be our personal money or a business’s money. It’s really about trust. And obviously, you’ve got to build that over time. I’m anticipating, you know, it’s going to take several months where, hey, you got to inform people they have moved into this space and you’re spending a whole lot of time meeting with people and just telling them what I’m doing and, you know, getting the word out that I’m here to, you know, get involved to help people be successful. So we’re just, we’re going to have to wait and see how that goes. See what kind of growth opportunities there are. But, you know, Peachtree Corners, that’s over, I want to say about 2,500 businesses. They’re not all in the space that I’m looking to get involved in, but it’s a great location to be in, in terms of this industry.

00:44:51 – Rico Figliolini

For sure. We’re a growing city, so it’s never-ending. We’ve been speaking to Alex Wright with Burn the Ships Financial. Just started a startup of his own. A city councilman with City of Peachtree Corners here as well. Alex, I appreciate you being with us. Can you tell people where they can find more information about you, your website, your contact info?

00:45:15 – Alex Wright

Yes. So website is just like the company name, Burn the Ships Financial. We got that up a few weeks ago. And that’s probably the best place to go. It’s got my contact info and some of my partner’s contact info on there. Yeah, that’s going to have all my info. I was going to say you could go to the city website, but at this point, everything you would need would be on the company website.

00:45:46 – Rico Figliolini

In fact, on the homepage, there’s a phone number, email address, and a schedule a consultation button. So it is burntheshipsfinancial.com that you should all visit. And check out Alex Wright and his team and the services they provide. Hang with me for a second, Alex, but everyone else, thank you for joining us. Appreciate your support. Appreciate the support of evremodelinginc.com and Vox Pop Uli as well for supporting our podcast as well as the magazines and the digital work that we do, newsletters and all that, and the journalism that we produce. So thanks again to everyone. Alex, appreciate you being here. And if you all have any comments, leave it in the comment box, depending where you are. YouTube, Facebook, or just email Alex and he’ll be able to answer your questions.