“Ya know how sometimes we get ourselves into situations and nothing we do seems to work to get us out? Well, Alan Creedy has the unique ability to quickly see what can be done, separate it from the ‘rabbit trails’ and create a strategy for success.”
Why I chose not to get a North Carolina license to practice Public Accounting
In 1978 I successfully completed all five parts of the national CPA exam on the first attempt. At the time this was an accomplishment achieved by less than 6 or 7% of the 40,000+ candidates sitting for the exam.
I passed the exam while living in Illinois where you are allowed to use the CPA designation without a license as long as you don’t perform attest services. (See Certificate issued by The University of Illinois). Believe me I have no desire to be involved in that kind of work.
I am, by my own admission, a wretched auditor and I find taxes tedious. At the time, I qualified to join The American Institute of Public Accountants and remained a member for many years. But, I concluded that I had no desire to practice public accounting and elected not to become licensed. I offer none of the services which require a license nor do I represent myself as qualified in any of them. Knowing that I would never need a license for the kind of work I do, I did not apply for one when I moved to North Carolina which requires a license to use the CPA designation.
As an accountant with a degree in Psychology, I have an unusual combination of skill-sets. This background along with hands-on industry experience enables me to quickly analyze core problems, develop and prioritize solutions and implement strategies for quick turnaround.
I began my career as a “project manager” for a diversified holding company that bought distressed companies in a variety of industries restored them to health and resold them. Turnarounds suffer two shortages: time and money. At this company I learned to optimize both.
My career in “Death-Care” started thirty years ago as President of the financially distressed OGR Service Corporation, the for-profit arm of The Order of The Golden Rule. After five years and the successful rebirth of that company I went on to become President of Brown-Wynne Funeral homes and cemeteries. There I built upon the already successful legacy of a highly respected company; ultimately orchestrating its sale for a multiple in excess of 10 times EBITDA.
During this period Mr. Wynne and I acquired J.J. Fallon Company, the 28th largest retail florist in the FTD network. It was my task to reorient the company strategy and create new growth and value. Our success in this venture was due to a dual strategy which involved development of an innovative method of controlling cost-of-goods sold and the redefinition of our business to create clear market differentiation. The impact on profits and market share caught the attention of the “Top 100” FTD members and set new standards for that industry.
After the sale of Brown-Wynne, I became president of Trust 100, a company I helped found in 1985. As president, I built the company to become one of the largest preneed marketing companies in the nation. Trust 100 was the leading innovator of strategies like prearrangement centers and co-op advertising. I am most proud of the many affiliates who, even today, claim significant market share improvement as a result of our efforts.
In addition to the weekly Creedy Commentary, I frequently contribute to industry trade journals and speak at trade conventions. Among my affiliations outside the DeathCare industry are The Center For Creative Leadership, The Business Enterprise Institute and Human Synergistics.
I believe in giving back and so was recently honored to serve as Chairman of the Funeral Service Foundation.
I live in Raleigh, NC, with my wife of more than 40 years and love to dote on my six grandchildren.