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Tim Gasehas spent the past ten years working for Peerless Saw Company, a small manufacturing business, in Groveport, Ohio, the last seven years as co-owner.nbsp; During that time, he helped grow the business from a $6.8 million company to one worth more than $10 million, dramatically improving the companys bottom line andnbsp; net profit. nbsp; Prior to joining Peerless, Gase worked for Apex, a division of Cooper Industries, a $4 billion company,nbsp;where he held eight positions over a twelve-year period, including Businessnbsp;Manager for three product lines with PAndL responsibility for about $7 million in sales.nbsp; Henbsp;has an MBA from Ohio University. The Small Business Savings Planis designed to create awareness of all the cutting-edge tactics at readers disposal and offer adivce about how to put these strategies into practice.nbsp; Surprisingly, the vast majority of smaller companies dont recognize how they can reduce costs.nbsp; Certainly they monitor expenses, reduce payroll in tough times, shop for low-priced vendors, and take other standard actions, but they fail to capitalize on the myriad of tools at their disposal.nbsp; Part of the problem is lack of awareness.nbsp; nbsp; Author Tim Gase learned the hard way that controlling costs requires staying informed, thinking creatively, and working proactively no matter what type of business youre in.nbsp; Based in partnbsp;on his experiences as CEO of a small manufacturing company,The Small Business Savings Planis filled with advice organized into accessible categories: employee benefits, taxes, utilities, capital investment strategies, and more. Tim Gasehas spent the past ten years working for Peerless Saw Company, a small manufacturing business, in Groveport, Ohio, the last seven years as co-owner.nbsp; During that time, he helped grow the business from a $6.8 million company to one worth more than $10 million, dramatically improving the companys bottom line andnbsp; net profit. nbsp; Prior to joining Peerless, Gase worked for Apex, a division of Cooper Industries, a $4 billion company,nbsp;where he held eight positions over a twelve-year period, including Businessnbsp;Manager for three product lines with PAndL responsibility for about $7 million in sales.nbsp; Henbsp;has an MBA from Ohio University. Small business enterprises in the US must learn new money saving practices in order to survive increasing health premiums, top costs for talent, and spending on technological innovations. This text provides creative methods and ingenious techniques used by business leaders in the US to control costs and save money. The Small Business Savings Planis designed to create awareness of all the cutting-edge tactics at readers disposal and offer adivce about how to put these strategies into practice. Surprisingly, the vast majority of smaller companies dont recognize how they can reduce costs. Certainly they monitor expenses, reduce payroll in tough times, shop for low-priced vendors, and take other standard actions, but they fail to capitalize on the myriad of tools at their disposal. Part of the problem is lack of awareness. Author Tim Gase learned the hard way that controlling costs requires staying informed, thinking creatively, and working proactively no matter what type of business youre in. Based in part on his experiences as CEO of a small manufacturing company,The Small Business Savings Planis filled with advice organized into accessible categories: employee benefits, taxes, utilities, capital investment strategies, and more. Tim Gasehas spent the past ten years working for Peerless Saw Company, a small manufacturing business, in Groveport, Ohio, the last seven years as co-owner.nbsp; During that time, he helped grow the business from a $6.8 million company to one worth more than $10 million, dramatically improving the companys bottom line andnbsp; net profit. nbsp; Prior to joining Peerless, Gase worked for Apex, a division of Cooper Industries, a $4 billion company,nbsp;where he held eight positions over a twelve-year period, including Businessnbsp;Manager for three product lines with PAndL responsibility for about $7 million in sales.nbsp; Henbsp;has an MBA from Ohio University.