Planning for Success

CFO

Planning for Success is published by CFO Publishing LLC, 51 Sleeper Street, Boston, MA 02210.

Copyright © 2015 CFO Publishing, LLC. All rights reserved. No part of this book may be reproduced, copied, transmitted, or stored in any form, by any means, without the prior written permission of CFO Publishing, LLC.

These articles provide general information and should not be used or taken as business, financial, tax, accounting, legal or other advice, or relied upon in substitution for the exercise of your independent judgment. For your specific situation or where otherwise required, expert advice should be sought. The views expressed in this article reflect those of the authors and contributors and not necessarily the views of GE Capital or any of its affiliates (together, “GE”), and should not be deemed as a recommendation to purchase or sell any securities or investments mentioned. Although GE believes that the information contained in these articles has been obtained from and is based upon sources GE believes to be reliable, GE does not guarantee its accuracy and it may be incomplete or condensed. GE makes no representation or warranties of any kind whatsoever in respect of such information. GE accepts no liability of any kind for loss arising from the use of the material presented in these articles. Past performance is not indicative of future results.

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PLANNING FOR SUCCESS

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TABLE OF CONTENTSFOREWORD: REFINING YOUR PLANNING PROCESS 4

BUSINESS PLANNING INPUTS FOR THE SUCCESSFUL MID-SIZED COMPANY 5

MASTERING INFORMATION MANAGEMENT IN BUSINESS PLANNING 7

ACCOUNTING FOR RISK AND UNCERTAINTY 9

MATCHING RESOURCES WITH STRATEGY 11

FINANCE SUPPORT OF BUSINESS PLANNING 13

CONCLUSION: A VALUE-ADDING PLANNING PROCESS 15

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FOREWORD: REFINING YOUR PLANNING PROCESS

B usiness planning in a complex and shifting business environment is becoming more difficult. Yet increasingly, the roots of success for mid-sized companies are found

in a rigorous, but flexible and inclusive, business-planning process.

“The Business Planning Cycle for the Successful Mid-sized Company” explains why choosing the right annual planning process depends on what your company needs to get out of it. Whether a firm is creating a more agile strategy or doing a plan reset, the emphasis should be on creating a multi-level, action-oriented dialog among business leaders—one that combines the perspective and experience of business leaders with the strategic vision of corporate leaders.

“Managing Information in Business Planning” notes that good planning is impossible without good information. The metrics used to direct the annual planning process ideally are tied closely to a longer-term strategic plan. In addition, maintaining the rigor of information gathering helps to ensure that managers focus on answering the key questions they need answered. A useful plan goes beyond the numbers to get at the insights central to business success.

“Accounting for Risk and Uncertainty” explores how developing a grounded understanding of the inherent risk in making planning assumptions gives business leadership the confidence that a planning process can survive uncertainty and change. Change can come from anywhere and be anything, ranging from economic conditions to natural disasters to cybercrime. Including risk estimates and mitigation strategies in a planning process puts your firm on a stronger, more flexible strategic footing.

“Matching Resources with Strategy” discusses best practices for handling the funding of the priorities set in a planning process. Financing can be key enabler of company growth, and the way a company allocates resources is the practical expression of its business plan, reflecting larger priorities and timing. Which options are best for your capital structure? Which projects can be funded out of cash flow? Where do you need longer-term financing?

“Finance Support of Business Planning” explains that, in an increasingly complex world, many companies are responding by attempting to make their planning processes as simple as possible. Ideally, planning processes are focused on helping managers better handle the complexity of their business environments. In addition, better planning documents are richer in business narrative and less likely to include large volumes of data that don’t inform business strategy.

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BUSINESS PLANNING INPUTS FOR THE SUCCESSFUL MID-SIZED COMPANY

BUSINESS PLANNING INPUTS FOR THE SUCCESSFUL MID-SIZED COMPANY: INVOLVE THE RIGHT PEOPLE AND BE WILLING TO LISTEN L ooking to the year ahead, what will mid-

sized companies need to succeed? For corporate leadership, the answer seems deceptively simple: the ability to listen.

In discussing what makes their annual planning processes most valuable, a number of executives point to their ability to foster dialog across functions. The payoff for business and finance leaders alike is in the learning experience a thorough and inclusive process delivers. “It’s mind-expanding,” says Bob McCarrick, who is the Chief Commercial Officer, Lending for GE Capital Corporate Finance. “You’re always going to learn something about your business.”

One of the best ways to learn about your business, of course, is to talk regularly with the people responsible for conducting it. This was one of the reasons that Steve Torres, chief operating officer and chief financial officer for Vology, Inc., pushed the full-service IT infrastructure solutions provider to adopt an annual planning process that would provide “discrete learning periods” every 90 days.

“Agile companies need a more agile strategy,” says Torres, and so his company implemented the planning framework called Rapid Enterprise DevelopmentTM, or REDTM, developed by Keith McFarland at McFarland Strategy Partners. Each quarter, Vology gathers all its business managers in a room to conduct a planning “sprint”—a rapidly executed, real-time, and inclusive review of where the businesses are now, how they are doing in relation to the company’s long-term objectives,

and what kinds of course corrections are needed over the next 90 days.

The emphasis is on creating a multi-level, action-oriented dialog among business leaders. The planning process melds the “on-the-ground” perspective and experience from those responsible for business execution, with the top-down direction—long-term objectives, strategy, vision—from corporate leadership.

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“Always work to involve as many people in the planning process as possible,” McCarrick urges. “My role is to collect feedback from the team—sales, risk, capital markets, etc.—in order to develop an understanding of the pulse of the business.” So, for example, McCarrick gets “voice of the customer” information from sales and marketing, as well as competitive information. Other functions are pulled in to help identify key risk areas (adherence to government or industry regulations, etc.), and finance creates projections and runs scenario analyses based on different market conditions.

McCarrick uses all these inputs to hold workouts with managers to identify what’s working and what’s not—“to flush out key issues, obstacles, and opportunities for growth,” he says.

Companies are finding that creating this kind of dialog leverages the cross-sharing of experience and information among business teams and the company’s leadership, and leads to clarity of business actions. As Vology’s Torres notes, “The most important element is, to understand where people are struggling or where things have changed—to get the collective power of the group to help solve the problem and help that individual or that team to advance.”

For example, Ed Morgan, CFO of the Oregon-based RV dealership Guaranty RV, Inc., says his company’s planning process “gives us something to talk about on a monthly basis or quarterly basis.” The annual plan isn’t something that can be allowed to sit on a shelf once it’s done. Rather, says Morgan, the point of regularly refreshing the plan is to give him an opportunity to sit down with the company’s business managers and go over, “Here’s what we thought was going to happen. Here’s what is happening. Now, how do we react accordingly?”

Achieving this dialog means you purposefully set out to create what Greg Cameron, CFO of GE Capital, Americas calls “creative conflict,” allowing teams to examine and challenge their own assumptions and adapt the businesses to the key changes in the environment. Patti Glassford, VP and CFO of GE Energy Management, emphasizes that, by doing this, “We want everybody to own the plan themselves.” GE’s McCarrick also agrees, saying that through the process, you become “better in touch with the leadership of the business.”

In the end, Cameron says, “it only works if you’re using your planning sessions for an opportunity to analyze, challenge, and prioritize the business going forward.” If you can do that, he concludes, “then you’ve got a good process.”

PLANNING FOR SUCCESS

CFO Summary

• The ability to listen is key to successful business planning.

• Gain clarity by creating a multi-level, action-oriented dialog among business leaders.

• “Creative conflict” allows teams to examine and challenge assumptions.

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MASTERING INFORMATION MANAGEMENT IN BUSINESS PLANNING

MASTERING INFORMATION MANAGEMENT IN BUSINESS PLANNING: CULLING INSIGHT FROM INFORMATIONI n business planning, it pays to apply a critical

eye to all the information sources feeding into your review-and-refresh cycle over the course of a year. Bob McCarrick, Chief Commercial

Officer, Lending for GE Capital Corporate Finance, explains it like this: “It’s critical to assess where market and competitive information is derived from and how it may differ from what you see. Intuitively, our managers know how we are performing relative to the market. So if market data doesn’t match your intuition, then you need to investigate further.”

Vetting your information and having a rigorous, organized way to analyze it are essential for setting an organization on its best path for the upcoming year. For Steve Torres, COO and CFO of the full-service IT infrastructure solutions provider Vology, Inc., the numbers are the starting point for defining “the company that we want to be three years from now. What are all the things that we need to do now to get there?”

Torres sets two goals for his company’s incorporation of information in its quarterly planning “resets”:• Break the data down into “more digestible

chunks” that are the basis for management discussion and defining specific initiatives to tackle, and

• Track the metrics that allow you to “demonstrate progress towards achieving the end goal.”

Ideally, the metrics used to direct the annual planning process are tied closely to a longer-term strategic plan. Annual plans and the more frequent

reviews and updates to the annual plan all cascade from that strategic vision. Scott Hamilton, CFO for the Musco Family Olive Company, notes, “We maintain a three-year strategic plan that begins with a vision for the company and a quantification of the enterprise value that we want to drive to. From that, we set our aspirational targets and the key initiatives required for us to achieve our goals.”

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At the manufacturing firm Overhead Door, explains CFO Paul Lehmann, information gathering and analysis is “an iterative process, with a very high level of communication and dialog—locking in on the targets, doing the detailed plan, then coming back and reviewing the results regularly to make sure there’s alignment between the spending expectations and the top line in project initiatives.”

For Overhead Door, he continues, maintaining the rigor of its information gathering helps to ensure that managers focus on answering the key questions determining the actions they will need to take: “Are we making progress in achieving our goals? If not, why not? If we need to make adjustments, then what adjustments need to be made for the balance of the year? “

However, streamlining the growing volume of information available can pose a challenge, notes Patti Glassford, VP and CFO of GE Energy Management. In fact, she says, “having so much data can paralyze you.” For that reason, she advocates prioritizing the information and addressing it in stages: “What are the top three to five metrics for your business? Deal with those, then go on to the next five.”

So, for example, Vology bases its 90-day planning “sprints” on the four key measures underlying its strategic plan, according to Torres. These include traditional metrics coming off the financial statement—revenue growth, EBIT or profitability—combined with “softer” metrics for employee engagement and customer satisfaction, which the company collects regularly from surveys and other sources.

The ideal, according to Overhead Door’s Lehmann, is “instant visibility—a real-time, interactive environment in which to do planning.” That allows you to make the right information available to the right decision makers at the right time. Performance dashboards with operational and financial metrics or strategy scorecards can be used to capture the key metrics and make them accessible on a single page.

At GE’s businesses, developing the “single version of the truth” on which to base business responses requires involvement from a wide range of contributors, according to Bob McCarrick. He says, “We always work to involve as many people in the planning process as possible. To collect ‘voice of the customer’ data, we go to the front line (sales and risk). Marketing is key in collecting the market data, while finance is key in running the scenario analysis. Then, we hold workouts with managers to identify what’s working and what’s not, and define the upper and lower ends of performance: best case, worse case, expected case.” The back-and-forth between what the numbers show and what your people tell you is important, McCarrick notes.

But a useful plan also must go beyond the numbers and get at the insights central to a business’ success. Consequently, when GE recently revamped its planning process, it made a conscious effort to slim down the reams of data that had been the primary output of the previous process.

Importantly, going through the exercise of expressing the data in narrative form helps managers understand not just what to do, but why they are doing it. “Now, we have fewer pages and more conversation” among business managers, McCarrick notes. “We are translating all that data down to the key business issues and imperatives.”

In the end, sums up Vology’s Torres, the effective use of information in the planning process is a truly integrative exercise, with finance and the business teams working closely together to “really understand what’s driving cost and profitability, so we can come back and begin to help the operating departments connect the dots financially.”

PLANNING FOR SUCCESS

CFO Summary

• Apply a critical eye to all sources feeding into your review-and-refresh cycle during the year.

• Incorporate information into planning “resets” by tracking progress via metrics and using the data as the basis for discussion.

• Involve a wide range of contributors—from both finance and business teams—to develop a single version of the truth.

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ACCOUNTING FOR RISK AND UNCERTAINTY

ACCOUNTING FOR RISK AND UNCERTAINTY: PLANNING TO BENEFIT FROM CHANGEC ontemplating the challenges he faces in

helping steer his business into an uncertain future, Steve Torres, chief operating officer and chief financial officer for

Vology, Inc., says, “Success is rarely achieved in a straight line.”

According to Torres, one reason that his company, a full-service IT infrastructure solutions provider, rigorously goes through “resets” of its annual plan every 90 days is that, “by the time we get done with the first 90 days, undoubtedly something is going to change in phase two.”

Those changes can come from anywhere and be anything: “An assumption is going to be wrong, the external conditions may have changed.” Or it might be disruptions in markets or supply chains, whether that’s due to flooding in Thailand or the threat of civil war in the Ukraine, for example.

That need to be prepared for a shifting environment may also be one of the reasons Patti Glassford, VP and CFO of GE Energy Management, notes, “We’re doing a lot more contingency planning now.” GE recently revamped its planning process for its core businesses (Aviation, GE Capital, Energy Management, Healthcare, Home and Business Solutions, Oil & Gas, Power & Water, Transportation). Glassford acknowledges that one of the factors behind GE’s decision to adopt its quarterly Business Blueprint Reviews was the recognition that “too much was changing” in the world outside—and the GE companies would benefit from being better prepared for those changes.

Ed Morgan, CFO of Guaranty RV, Inc., says, “There is so much out there that we can’t control that will affect our business.” For example, he points to the availability of retail financing—that is, the ability of his customers to get financing for a big-ticket purchase like an RV. “If the banks tighten up their policies, then people can’t afford to buy our products,” he explains. “It’s something we have no control over.”

But that doesn’t mean it’s something a company can’t prepare for.

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GE’s new planning process emphasizes the need to stay nimble and build process ownership at the P&L level. Greg Cameron, CFO of GE Capital, Americas explains, “You need to step back and say, ‘Are these results reflective of the business that we want to run, considering the market environment we’re in?’” He follows up on his own question: “The answer is rarely ‘yes’ the first time you roll it up,” and so you challenge and re-examine your assumptions every quarter, instead of just once or twice a year.

GE’s Glassford notes that the new planning process gives them a structured way of examining what’s changed from last year and provides a firmer basis for establishing next year’s targets. According to Bob McCarrick, who is Chief Commercial Officer, Lending for GE Capital Corporate Finance, “It’s a more holistic planning process, and more frequent. We still talk about the numbers, but also about operations, processes, strategy, what markets are doing and how to make course corrections.”

Or, as Overhead Door’s Lehmann says, the regular review and re-examination of all the shifting variables gives your business leadership the confidence that, “no matter what your numbers are, there are always ways to find upsides.”

CFO Summary

• Change is certain and can come from anywhere and be anything.

• Expect to recalibrate your annual plan from one period to the next.

• Risk maps can translate upcoming risks into a scenario approach for the next planning period.

PLANNING FOR SUCCESS

Whatever the change, Vology’s Torres knows that, in their rapid recalibrations of the annual plan from one planning period to the next, “We’re going to learn something.” The business teams at Vology can be confident that they’ll be able to apply those learnings over the next 90 days either to affirm the direction they are headed or to make the necessary course corrections.

Torres advocates for the rapid development of a risk map by business team management in each review period. The exercise allows Torres and the business managers to revalidate known risks and surface new ones, then weight and prioritize the set for the upcoming period.

Torres explains that, through the Rapid Enterprise Development™, or RED™, planning process Vology has adopted, “we’ll rapidly go through what the risks are internally as well as externally. Then we’ll develop a risk map and weight those risks. We have four quadrants: The probability from low to high, and the impact from low to high. The top right quadrant is the high-risk, high-impact area, so we’ll make sure that we have specific process controls in place or we take positions to mitigate those risks. If they’re in the lower left, that means they’re really not a big risk, or even if they are, the impact is going to be relatively minor. So we don’t have to spend so much time on those items.”

Companies employing risk maps can translate upcoming risks into a scenario approach for the next planning period. Using the risk factors identified during the process, Paul Lehmann at Overhead Door says the company will develop range estimates for its businesses: “In a best-case environment, we might be able to do this. In a worst-case environment, it might look like this. And here’s what we’re thinking is a reasonable case approach.’”

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MATCHING RESOURCES WITH STRATEGY

MATCHING RESOURCES WITH STRATEGY: FUNDING YOUR NEW PRIORITIESP aul Lehmann, CFO of the manufacturing

firm Overhead Door, has a rule for finance’s involvement in the company’s planning process. “You never want to get in the way

of a good business decision,” he says.In other words, finance should be an enabler of

growth, not an obstacle to it. The way a company allocates its resources is the practical expression of its business plan, reflecting priorities and timing. Lehmann says, “My job is to make sure that we’re doing what we can to avoid a situation where someone comes in with a good idea and it has to be put on the block because we can’t fund it.”

Eric Dusch, Chief Commercial Officer—Equipment Finance for GE Capital Corporate Finance, has found that even the smaller companies he works with have become more sophisticated in managing their capex structure and evaluating alternative sources of funding. The data and tools they need are more readily available than ever before. “It’s a pretty good time to be a CFO,” says Dusch.

The greater amount of data and the better systems available today give even small companies the ability to make smarter, more informed decisions on how they access funds, spend their money, and calculate the return they can generate, Dusch maintains.

This, in turn, leads to the kind of “constructive conflict” in the planning process that a company needs in order to develop a realistic outlook for resource requirements, according to Greg Cameron, CFO of GE Capital, Americas. Cameron says, “Whether it’s around growth, cost, or any of the

other lines on the P&L, you can have people openly debate at a leadership level, and engage the people in the business, to say, ‘This is what we’re going to need to do, this is what the growth trajectory looks like—we need to staff up for that, we need to invest in IT for that.’”

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Giving careful consideration to the different sources of financing that fit your company’s balance sheet and culture also allows for an optimal allocation of resources. Overhead Door’s Lehmann says that being able to draw on a diverse range of funding options can give the company more freedom to “flex our spending, delay or defer key spending, if necessary, tap into other opportunities, and perhaps drive incremental volume should any one of our planning assumptions not come into play.”

But there’s more to making the right funding decision than just finding the dollars, GE’s Dusch maintains. His best customers want to know that their finance partner understands their business and can deliver value. “Anybody can provide a rate,” he says. “Our customers are looking for somebody who provides ideas that can help build their business.”

CFO Summary

• Financing should be an enabler of growth, not an obstacle.

• With more data and better systems available, companies can make smarter decisions on how they access funds, spend money, and calculate ROI.

• Determine optimal resource allocation by carefully considering the different sources of financing that fit your company’s balance sheet and culture.

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How you access funds can influence the levels available for specific initiatives. But this also means a CFO is dealing with more moving parts and complexity when matching different funding sources to the prioritized and sequenced list of initiatives that come out of your planning process. What are the alternative funding solutions that will be best for your company and its capital structure? What initiatives can be funded out of cash flow? Where do you need longer-term financing of some sort?

For example, Dusch says, if EBITDA is one of the metrics driving your business decisions, you may decide that capital leases or loans are the way to go. But, given today’s interest rates and availability of capital, might you be able to generate a couple million dollars of additional capex through off-balance-sheet financing, or by taking on additional indebtedness?

At the same time, companies can’t afford to lose sight of the end goal when making their near-term funding decisions. For this reason, Steve Torres, CFO and COO at the full-service IT infrastructure solutions provider Vology, Inc., adds “stratex,” or strategic expense, to the standard considerations of opex and capex. This allows him to set priorities and sequence his investments better, he believes.

“Ultimately,” he explains, “we know that we’re going to have to make some tradeoffs because we can’t invest in every initiative at the same time. So, our top initiatives will get the first priority in terms of the early investments, which can influence timing considerations for other initiatives. For example, as we see success, we can build a cushion in terms of surplus and then allocate any incremental surplus towards accelerating some of the other initiatives.”

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FINANCE SUPPORT OF BUSINESS PLANNING

FINANCE SUPPORT OF BUSINESS PLANNING: USING SIMPLICITY TO COPE WITH COMPLEXITYI n response to an increasingly complex world,

many companies are trying to make their planning processes as simple as possible. In fact, with more and more companies moving toward

more frequent and more rapid “resets” of their plans throughout the year, streamlining and structuring your planning process is a practical requirement.

The reason for this, says Howard Fowler, SVP and CFO at the transportation staffing company TransForce, Inc., is because, “You want your business managers thinking about the business, not the Excel spreadsheet.” The most effective annual plans are the ones that support business teams’ efforts to move the business forward, not take them away from it.

An important role for finance is helping the business managers maintain that focus. In the end, it comes down to what you can do to help your managers better handle the complexity of their business environment.

It can be as simple as setting up the planning spreadsheets your company uses in a way that looks rational to the business user. So, for example, Fowler says, “I like to use one color for data entry cells and another color and write protection for calculations that they don’t need to change.” His goal is to make the process as straightforward as possible for those who spend most of their time doing something else—running the business.

The same kind of reasoning underlies the value that GE managers get from the company’s new planning process. As Bob McCarrick, Chief Commercial Officer, Lending for GE Capital

Corporate Finance, puts it: “We used to produce notebooks full of numbers. But managers want to see less on paper and have more conversation—a real dialog about the business”—not just about the budget. Now, says McCarrick, the plans for GE’s different businesses all have fewer pages, but those are “more substantive pages that get to the big issues, like risks and opportunities, and strategy.”

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CFO Summary

• Streamlining and structuring your planning process is critical as more frequent and rapid resets of plans become the reality.

• Finance should find how they can help managers better handle the complexity of their business environment.

• New planning documents use a richer narrative to explain what happened, why, and what the business will do next.

• Your plan will truly be actionable if all stakeholders are involved in regularly reviewing and refreshing the plan.

PLANNING FOR SUCCESS

The new planning documents are much richer in narrative, McCarrick points out, using “plain English” to explain what happened, why it happened, and what the business will do next. “The managers now get more narrative, do it more frequently, and get it in shorter form,” he says. McCarrick adds that “the data is then used to back up the story that you know”—it doesn’t become the whole story in itself.

Greg Cameron, CFO of GE Capital Americas, also acknowledges, “Post-crisis, we’ve gotten a lot better with documenting our plans.” And that’s good, he says: “There’s nothing worse than going back three years and trying to capture exactly what you were thinking by piecing together the plan based on emails or PowerPoint presentations you might have saved. Now, you’ve got a well-written document that lays out clearly: here’s the basis of the plan, here are the underlying assumptions, here’s the management overlay on how we thought about those, here are the new products we’re going to launch, here is the financial benefit, and ultimately, here are the decisions that we need to make.” One real benefit of the new process, says Cameron, is that, once all the information is organized and laid out in this fashion, “anybody could follow it.”

Ed Morgan, the CFO of the Oregon dealership Guaranty RV, Inc., makes a similar point. “We use the budget as a rallying point,” he says, “to have a discussion about the business.” It’s no longer just a target that you either hit or miss, but a jumping-off point that “forces you to analyze your business,” according to Morgan.

That can be a big part of the value that finance brings to the table, notes Steve Torres, COO and CFO of the full-service IT infrastructure solutions provider Vology, Inc. Finance’s main job as owner of the planning process, as Torres puts it, is to “help the operating departments connect the dots financially.”

TransForce’s Fowler notes that, in his experience, “the best way to do it is if you have an analyst imbedded with the business unit. That person works with the operating manager to help prepare [the forecast], so the analyst is somebody who has a good understanding of the operating flow and the metrics, of how things work. They can talk to their operating folks, and the operating folks, in turn, have a good understanding of how the financial piece comes together.”

In the end, by making it easier for all the stakeholders to be involved in reviewing and refreshing the plan on a regular basis, you can ensure the plan becomes truly actionable while remaining firmly focused on the future of the company. The ideal, says Paul Lehmann, CFO of Overhead Door, Inc., is to “develop a plan that has a certain amount of stretch but also has a reasonable achievability factor.”

And the more your business teams across all key functions can be involved in building the annual plan and making it reflect the business realities they confront every day, the closer you can come to achieving that ideal balance of vision with execution for the upcoming year.

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A VALUE-ADDING PLANNING PROCESS

CONCLUSION: A VALUE-ADDING PLANNING PROCESS U ntil recently, business planning at mid-

sized companies was outside of regular management processes—it was a separate exercise. At times business planning was

treated as a disconnected, almost-academic task that merely needed to be checked off the CFO’s to-do list before year-end. Get the business leaders’ forecasts; roll them up into a firm forecast.

The articles that make up this eBook make clear that, when done well, business planning can help enable a company’s execution to actually match its strategic vision. A value-adding planning process

should reflect a real dialog among business leaders, should use information to create insight, should account for risk and uncertainty, should fund the right growth initiatives in the right way, and should support business teams’ efforts to move the company forward.

When done well, the output of a planning process can be re-statement of the company’s strategic vision in concrete terms—a flexible and inclusive plan that validates corporate strategy and brings it to life.

For more information on how GE Capital can help you grow, and for additional business management insights, go to gecapital.com