Denise Norberg-Johnson

Financial Columnist

Denise Norberg-Johnson is a former subcontractor and past president of two national construction associations. She may be reached at

Articles by Denise Norberg-Johnson

February 2007
Planning and philosophy: In the first two parts of this series, we looked at the components of profit calculations, including markup and margin, break-even and contribution; no formula or calculation takes the place of strategic thinking, so the underlying foundation for profitable business is the philosophy of management and your ability to plan to be profitable. READ MORE
January 2007
Breaking even or breaking the bank? Last month, we looked at the concepts of markup and margin, and the connection between profit and the efficiency of job site operations; the formula for calculating the point at which your business breaks even provides the starting point for computing the volume of work you need to cover a certain level of overhead and generate a target profit level. READ MORE
November 2006
Don’t fall asleep at the wheel of your business No matter how well you plan and manage your company, you cannot guarantee that you won’t be one of the 40,000 companies filing bankruptcy in a given year. Not all factors resulting in business failure are under your control. Too often, though, companies fail because managers don’t have the tools to quickly check solvency. READ MORE
November 2006
The man behind the curtain is you READ MORE
October 2006
Financial awareness for employees IF YOU THINK THAT IT IS ENOUGH for you and your managers to understand your cost structure and financial statements, then you may want to consider sharing this information with your entire staff. READ MORE
October 2006
Beyond Traditional Training Workers have been promoted from cogs in the manufacturing machinery to mini-CEOs under the corporate umbrella, building a web of interlocking dependent relationships like spiders waiting for unwary customers to alight and be consumed. READ MORE
October 2006
Maintaining your most valuable resource  As a business owner, people are your most important asset, but they are often the most neglected. If you aren’t developing their potential, you may as well stop changing the oil in your trucks and paying the utility bills for your office. Your employees know that longevity and loyalty don’t provide job security. READ MORE
September 2006
Regulating cash takes three levels of investment Last month, we looked at key factors affecting cash flow. Here are some ways to manage the cash you earn, to make the most efficient use of your liquidity and provide your company a cushion to absorb the shock of crises without sacrificing financial health. A good cash management plan involves at least three levels of investment. READ MORE
September 2006
Family fairness—who should get what?   READ MORE