When Mark Harrison started working in funeral service safety nearly three decades ago, he brought something unique to the industry: an online education model that could reach funeral professionals wherever they were. Today, as president of Certified Safety Training (CST), Harrison has provided 100,000 funeral service trainings and partnered with major industry associations including the NFDA, ICCFA, and Selected Independent. In our recent conversation, Harrison shared insights about the evolution of workplace safety in funeral homes and the critical challenges facing the industry today.

Throughout his career training funeral service professionals, Harrison consistently encounters a troubling mindset that puts entire operations at risk: the belief that “it won’t happen to me or this will never happen at my funeral home.” This attitude, he explains, is “100% true until it isn’t.”

Harrison frequently sees funeral homes scrambling to implement safety measures only after an injury, safety inspection, or insurance audit catches them unprepared. The reactive approach to safety not only puts employees at risk but can also result in devastating consequences for the business.

When asked about the most critical safety hazards funeral directors and embalmers face daily, Harrison’s answer might surprise many in the industry. While people might expect embalming room incidents to top the list, the reality is more mundane but equally dangerous.

“We see more back injuries, slip, trips, and falls, than most people realize,” Harrison explains. Removals, in particular, have a very high injury rate. “People often don’t think a decedent’s home as ‘high hazard’ area, but they are. It’s a foreign environment, every decedent is different and weights can vary.”

Poor lifting techniques affect people of all ages, particularly older workers, making proper training essential regardless of experience level. Harrison also emphasizes the often-overlooked danger of safe driving, which has become even more critical with the prevalence of cell phones.

The evolution of workplace safety in funeral homes has been dramatically accelerated by an unexpected catalyst. Harrison points to COVID-19 as the pivotal moment that transformed safety training in funeral service. “Covid, covid, and more covid,” he says when asked about how workplace safety has evolved during his career. “Covid put everyone online in so many ways. Funeral Directors realized that spending a half day or even a full day on OSHA compliance was disruptive and inefficient.”

The pandemic didn’t just change how training was delivered—it fundamentally shifted attitudes. Funeral directors who were once skeptical of online learning suddenly saw the value in having resources available 24/7 with real-time tracking and accountability. This transformation has allowed CST to expand from serving funeral homes in the tri-state area to working with funeral professionals throughout the U.S. and internationally, training thousands of people every month without disrupting their day-to-day business operations.

One of the most challenging aspects of funeral home safety compliance is navigating the patchwork of state-specific OSHA plans. Twenty-nine states have OSHA-approved state plans, with 22 covering both private and public sectors. California’s Cal/OSHA, for example, has extensive state-specific rules covering injury and illness prevention programs, heat illness, and violence prevention that exceed federal standards.

States like Alaska, Indiana, Iowa, Kentucky, Maine, South Carolina, Tennessee, Utah, and Wyoming all have their own plans, often driven by specific industries that indirectly impact funeral service. CST addresses this complexity by customizing all materials to each specific state plan, ensuring funeral homes remain compliant regardless of their location.

As cremation rates continue to rise, funeral homes face new safety challenges they may not be prepared for. Harrison notes that OSHA regulations developed for other industries—such as confined spaces, heat illness prevention, and silica exposure rules from construction—now impact cremation operations.

“The private sector tends to move faster than the public sector,” Harrison observes, meaning that funeral homes adopting cremation services must quickly adapt to regulations originally designed for other industries, in addition to more obvious requirements like fire safety and chemical safety protocols.

Harrison emphasizes that OSHA training must happen “at the time of initial assignment” for two crucial reasons. First, new employees “don’t know what they don’t know” and need immediate training on safety, company culture, and standard operating procedures. Second, OSHA requires it.

Some of CST’s clients take this so seriously that they don’t issue a paycheck to new employees until they’re in OSHA compliance, have signed their employee handbook, and completed all required training. This approach not only ensures safety but also demonstrates to employees that safety is a priority.

For smaller funeral homes concerned about implementing a Safety Supervisor role, Harrison offers practical advice. The title has “a lot of wiggle room,” and in smaller operations where everyone wears multiple hats, someone simply needs to be the point of contact for emergencies and safety-related questions.

CST supports these designated safety supervisors with custom safety manuals, training, recordkeeping systems, and databases of frequently asked questions and resources, making the role manageable even for busy, multi-tasking employees.

The consequences of ignoring safety protocols can be devastating. Harrison has seen OSHA fines reach the maximum penalty of $161,323, typically following employee or community complaints about egregious violations. When fines reach six figures and other agencies like the EPA and Department of Health become involved, “the funeral home shuts down 100% of the time without fail.”

The combination of massive fines, increased insurance premiums, and community fallout creates an insurmountable burden that forces businesses to close permanently.

Harrison identifies several emerging safety challenges facing the funeral industry. The aging population means “we are going to be bearing heavy loads for a long time,” making safe lifting techniques increasingly important. The rise of greener disposition methods like aquamation and green burial presents new hazards, from chemical exposure to non-mechanical lifting challenges.

Perhaps most significantly, heat illness prevention is becoming a critical issue as global temperatures rise, particularly affecting outdoor workers and crematory operators.

For funeral home owners feeling overwhelmed by safety compliance, Harrison’s advice is straightforward: start in the prep room or crematory and work your way out. His team offers free downloadable checklists and personalized guidance to help funeral homes begin their safety journey.

Mark Harrison’s three decades in funeral service safety have taught him that effective safety programs must be flexible, accessible, and tailored to the unique challenges of funeral service. As the industry continues to evolve with new disposition methods and changing demographics, the fundamentals remain the same: proactive safety training, proper documentation, and a culture that prioritizes employee wellbeing over the dangerous assumption that “it won’t happen to me.”

With over 100,000 trainings provided to funeral service workers and partnerships with major industry associations, Harrison and Certified Safety Training continue to prove that comprehensive safety training doesn’t have to disrupt daily operations—it can enhance them while protecting both employees and businesses from the devastating consequences of preventable accidents.

The post Staying Compliant: Essential OSHA Standards for Funeral Homes and Cemeteries appeared first on Johnson Consulting Group.

In the ever-evolving funeral service profession, successful business management requires more than traditional accounting practices—it demands specialized industry knowledge, comprehensive performance tracking, and a deep understanding of the customer experience. In this month’s Insider Perspectives and Stories I was joined by Ryan Hill, Director of Accounting Services for Johnson Consulting Group and Vince Roberge, Sr. Business Consultant for Johnson Consulting Group to discuss how funeral homes can leverage data-driven strategies to enhance their operations and growth.

Unlike general CPA firms, specialized funeral service accounting provides unique advantages for funeral business owners. Ryan highlighted that Johnson Consulting Group utilizes industry knowledge in every aspect of their accounting services, beginning with a customized chart of accounts specifically designed for funeral service operations. This specialized approach allows for deeper understanding of the products, services, and associated costs particular to funeral homes.

“We take great pride in having a deeper understanding of both products and services that we sell in this industry,” Ryan explained. This specialized knowledge helps clients achieve various goals, whether that’s driving more sales through strategic pricing adjustments, preparing an operation for succession, or positioning a business for growth.

Budgeting in funeral service requires forecasting that accounts for both predictable patterns and unexpected volume fluctuations. Ryan emphasized that Johnson Consulting Group tailors budgeting services to each funeral home’s unique situation, with some clients requiring more frequent budget reviews than others.

At minimum, Ryan recommends an annual budget that accounts for inflationary cost increases, comparing prior year performance to current projections. The budgeting process considers significant industry-specific factors such as rising insurance costs, regional trends, changes in call volume, and competitive factors.

“Our goal, specific to budgeting services with our clients, is to prepare them for the future,” Ryan stated. “If by doing so we shine a light on uncomfortable topics or market conditions, we honestly believe it would be better to take a more proactive approach to solving those issues or concerns instead of just reacting as it happens.”

Both Ryan and Vince stressed that having a purpose-built case management system is absolutely critical for funeral homes wanting to leverage their data for impactful business decisions. These specialized systems help automate procedures, drive standards throughout the organization, and enable team members to better serve families.

Software transitions can be complicated, costly, and time-consuming. Having accounting professionals who are familiar with both the current system and the new case management software makes a significant difference in setup and data integration. This specialized support during system transitions provides tremendous value to funeral homes navigating these changes.

A key benefit of working with professionals who have funeral service knowledge and experience is gaining access to meaningful benchmarking data that puts a funeral home’s performance in context. Ryan shared that they help clients compare their volume, average sales, arrangement types, and profitability metrics against industry standards, which provides valuable perspective for funeral home owners.

Ryan identified cost control and proper pricing as the most common financial blind spots for funeral businesses. By analyzing operational costs in relation to current and projected volume, funeral homes can better align their spending on facilities, advertising, automotive expenses, and other key areas with their actual needs and regional norms.

Vince introduced our Performance Tracker X as a ‘comprehensive customer experience management tool’ that integrates with case management software to provide meaningful insights into what happens in the arrangement room. This tool measures not just customer satisfaction but also correlates this data with arrangement details and contract information.

“We believe customer experience and client family satisfaction is priority number one in the funeral home,” Vince emphasized. “It’s not just the right thing to do for funeral directors and funeral homes to exceed expectations of their client families. It’s why people come to work in funeral homes. They want to have those meaningful impacts. But also, it’s good for business.”

Vince shared that over two-thirds of families choose a funeral home because of some prior experience—whether they were served directly by the funeral home in the past, someone they knew was served well, or they relied on online reviews. This underscores why creating “wow experiences” that exceed expectations is so crucial for organic market share growth.

The integration of financial data with performance metrics creates a powerful management tool that gives funeral home owners a complete picture of their operations. Vince compared this to the dashboard of a modern vehicle with multiple sensors measuring different aspects of performance.

“We need to be able to use all these different metrics and gauges in the appropriate way to make meaningful decisions,” Vince explained. By examining customer satisfaction data alongside financial statements, market share data, and employee feedback, funeral homes can make more proactive decisions rather than merely reacting to issues as they arise.

Vince provided a systematic approach to translating customer feedback into actionable business changes. He emphasized the importance of documenting service standards—the non-negotiable interaction standards for each touchpoint in the customer journey—and the supporting processes that help deliver consistent experiences.

When service defects occur, Vince recommended examining whether the issue stemmed from process breakdowns or from what he called “service aptitude”—a team member’s ability to exceed expectations regardless of circumstances. By developing service aptitude through training and utilizing customer feedback, funeral homes can continually improve their service delivery.

We also discussed current trends in funeral service preferences by client-families. Vince noted that the profession continues to see an increase in cremation without service or ceremony, a trend that accelerated during the pandemic. To address this challenge, he recommended focusing on funeral directors acting as educators who weave elements of ceremony into even the most basic cremation arrangements.

Vince also shared that across North America, the average “value score” in funeral service is 4.7 out of 5, indicating that families generally feel they receive good value for what they pay regardless of the service type. This data point can help funeral directors approach arrangements with confidence when making recommendations about celebration-of-life options.

And if you’re looking for a success story Vince shared a few examples. He talked about how data-driven recommendations significantly improved clients’ financial performance, including developing strategic pricing approaches based on cost analysis and customer feedback, implementing incentive plans geared toward improving cremation case mix, and using survey data to identify which organizations are referring families to the funeral home

As final advice to funeral home owners, Vince recommended taking stock of the tools already at their disposal and using them to their full potential “The challenges that this profession faces are not small,” he acknowledged, “but the tools that we have now are not the tools that we had 20 years ago. We have technology… there is a way to use these tools and data to make meaningful business decisions and to guide our business into the future.”

By combining specialized funeral service knowledge with comprehensive financial reporting and customer experience tracking, funeral homes can develop data-driven strategies that enhance both their service quality and their bottom line.

Join us on June 25th at 2PM where I’ll be joined by Mark Harrison, President of Certified Safety Training. We look forward to seeing you then!

The post Beyond the Numbers: Data-Driven Growth Strategies for Funeral Homes appeared first on Johnson Consulting Group.

In funeral service, where women frequently make end-of-life arrangements and likely influence a significant portion of funeral decisions—similar to how they drive 60% of consumer purchases in other industries—understanding how to effectively connect with female consumers isn’t just good practice—it’s essential for business growth. This week, I had the privilege of speaking with Amanda Hill, Founder and President of Female Forward. Her remarkable expertise in marketing to women has helped companies across industries achieve ROI increases of up to 300%. These valuable insights could transform how we serve families in funeral care.

Women are the decision-makers for over 60% of consumer spending, yet 91% say advertisers don’t get me. Amanda explained this disconnect represents a massive opportunity for funeral homes seeking to better serve their communities.

It’s not uncommon for funeral directors to focusing too much on legacy and company history rather than client-family needs. Amanda emphasized many funeral providers lead with ‘serving families since 1946’ instead of addressing how they can help women families navigate grief and commemoration. The opportunity Amanda emphasized is about shifting from ‘we’re a fourth-generation funeral home’ to ‘here’s how we’ll help you honor your loved one’s unique life.’

Amanda’s insights reveal that women today are juggling multiple responsibilities while facing “working mom guilt.” For funeral directors and pre-need counselors, this means reconsidering how arrangement conferences are conducted.

Amanda advises to get clear on how you want the female decision-maker to feel during the arrangement process, and then design around that objective.  It’s important to acknowledge the responsibilities she’s balancing while making funeral arrangements, and show genuine appreciation for her role as family caregiver.

This might include offering arrangement conferences outside traditional business hours, providing video conference options, creating child-friendly spaces, offering grief resources specifically for working mothers, and streamlining paperwork to respect her time constraints.

One striking insight from our conversation was how strongly women value shared beliefs with businesses they choose. “Women want to improve the world but often lack the time to volunteer, so they align themselves with brands that mirror their beliefs,” Amanda mentioned.

For funeral directors, this means moving beyond just listing your services and prices. Women aren’t just selecting cremation versus burial—they’re choosing a funeral home that shares their values.  Amanda recommends prominently featuring the funeral home’s community involvement on the website and marketing materials—whether that’s your annual remembrance service, partnership with local hospices, or charitable foundation.

Women are naturally wired to connect with others, yet many funeral homes miss opportunities to facilitate meaningful community spaces during grief. Hill suggests that forward-thinking funeral directors should look beyond the traditional three-day service model. Today’s female consumer is looking for ongoing support and connection after the funeral.

For pre-need counselors feel confident that educational seminars on advance planning create powerful connection points for women who appreciate learning in community settings rather than one-on-one sales environments.

Perhaps most surprising was our discussion about funeral home facility design—particularly restrooms. Amanda emphasized to always remember: As funeral directors, you’re in the hospitality business!  Amanda went on to explain that women often retreat to restrooms during visitations when emotions become overwhelming and looking for a one to two minute escape from the world. The question to ask, “is your restroom a sanctuary or an afterthought?”

She shared how women notice details that many businesses might overlook: “Funeral home restrooms should include amenities like quality tissues (not industrial), full-length mirrors for guests to check their appearance before returning to the visitation, makeup-friendly lighting, and comfortable seating. For locations serving young families, changing tables in both women’s and men’s restrooms signal inclusivity.  Amanda mentioned the $500 million investment Flying J made to complete renovate their restrooms to be a more pleasing experience for guests and women truck drivers.

When discussing prices with female consumers making funeral arrangements, Amanda recommends focusing on value rather than cost. “Women respond more to stories than funeral merchandise specifications,” she says.  Share with client families which merchandise selections are popular and give reasons why families choose those specific ones.

A great suggestion Amanda made was to reframe pricing conversations: “Rather than saying ‘this package saves money,’ emphasize that it “gives your children the gift of not having to guess what you would have wanted.'”

For funeral professionals looking to update their marketing approach, Amanda offers guidance on everything language to imagery. It’s easy to use stock photos for collateral material or social media like caskets and hearses.  Instead, feature your community involvement, aftercare events, and educational content about advance planning. Use pictures of women with children to help convey that children are welcomed at the funeral home and need be a part of the funeral experience.  It’s important to show authentic images of diverse staff—particularly female funeral directors and preneed counselors—as women often feel more comfortable working with other women during vulnerable moments.

As our profession evolves, with women now comprising 72% of mortuary science graduates, Amanda sees tremendous opportunity for change. “This demographic shift isn’t just about gender balance—it’s about bringing new perspectives to a traditionally male-dominated profession,” Amanda explained.

For mortuary students, Amanda offers encouragement saying that as women entering funeral service, there’s an opportunity to reshape how funeral directors communicate with families. Female funeral directors have a natural emphasis on storytelling, connection, and personalization aligns perfectly with what today’s consumers are seeking.

For established funeral directors and owners willing to implement these insights, the potential impact is significant. By better understanding and serving women’s needs, funeral professionals can create more meaningful connections with families while driving substantial business growth through increased preneed sales, stronger community relationships, and enhanced word-of-mouth referrals.  Amanda emphasized the importance of referrals and recommended creating referral lists of past client-families served.  Not only does this list help a female consumer save time in researching choices but helps to establish credibility and trust early on with a potential funeral provider.

For more insights on marketing to women download Amanda Hill’s guide “7 Insights to Improve Your Advertising to Women” at FemaleForward.net. and check the recording!

The post Connecting with Female Decision-Makers: Transforming Funeral Home Services appeared first on Johnson Consulting Group.

In our latest Johnson Consulting Conversations, we spoke with Suzanne Akre, Founder and CEO of Akre & Associates and Akre Legacy Recruiting. With over 30 years of recruiting experience, Suzanne shared valuable insights about recruiting in the funeral service profession.

Suzanne never set out to recruit for funeral service—it found her. About a decade ago, her firm began recruiting leaders for an organization serving the death care industry. As her network grew, she discovered that funeral homes, cemeteries, suppliers, and death-tech companies share a common challenge—finding qualified talent.

One challenge that Suzanne often encounters is funeral provider clients being able to give enough time to the hiring process.  She understands how busy a funeral owner or manager can be and is committed to keeping all parties involved updated.

In discussing missed opportunities for prospective candidates Suzanne mentioned that funeral directors rarely manage their brand, making traditional recruiting tools ineffective. Most don’t have a professional social media presence and are so dedicated to serving families that they don’t focus on their career growth. Even professionals desperate for change hesitate to take the first step. With that in mind Suzanne established www.akrelegacyrecruiting.com, creating a landing spot for both funeral providers and professionals seeking career changes.

Suzanne’s recruitment process begins with learning about the company’s culture, staff, role history, families served, compensation, growth opportunities, and onboarding. After securing an agreement, her team sources talent, facilitates interviews, and manages the entire process through to placement and beyond.

Timeframes for filling positions vary significantly but on average it takes three to six months to complete the process.  Factors affecting this timeline include geographic challenges, candidate response times, interview scheduling priorities, compensation packages, counteroffers, and relocation issues.

We discussed common mistakes that can be avoided. “Time kills deals!” Suzanne emphasized when identifying hiring mistakes. Taking too long to engage candidates, allowing toxic employees to participate in interviews, providing incomplete offer letters, assuming automatic trust, and conducting impersonal interviews are common pitfalls that cost funeral homes top talent.

It was interesting to hear Suzanne’s perspective on what today’s funeral service professionals seek in workplaces that value them personally and professionally. They want guilt-free PTO, mental well-being support, clear advancement paths, mentorship, and supportive leadership. When choosing employers, they prioritize compensation, location, culture, colleague attitudes, and relocation assistance.

Successful funeral homes build strong teams by offering competitive compensation, implementing thorough onboarding, treating employees exceptionally well, acknowledging community involvement, providing encouragement, and having owners who actively support their staff.

The next generation of funeral directors brings different expectations. Most weren’t born into this business and many experienced a personal death young, giving them a deep drive to help others. They expect fair pay, mentorship, career growth, mental health support, clear communication, and technology integration.

As an instructor at Worsham College of Mortuary Science, I’ve observed these shifting mindsets firsthand. Today’s students are passionate about serving families while seeking balance. They’re tech-savvy and ask more questions during interviews about schedules, mentorship, and growth opportunities.

We talked in depth about second-career professionals who do differ notably from new first-career graduates. As Suzanne perfectly stated, second-career professionals have “already done difficult things” and know their capacity for hard work. Many are drawn to funeral service by personal experiences and bring higher emotional intelligence with less fear of the field. It’s not uncommon for them to have held management positions.  It’s important to know they expect independence and seek leadership opportunities sooner.

Suzanne shared valuable advice for funeral service professionals wanting to stay competitive.  First, keep developing technology skills, work on public speaking abilities, update professional online profiles, leverage networking capabilities, and consider attending compassion cultivation training.

For mortuary students, Suzanne recommends building a professional brand, maintaining a professional social media presence, finding mentors, joining community organizations, developing healthy habits, and remembering their crucial role in guiding families through difficult times. In my Worsham College role, I emphasize that technical skills alone won’t guarantee success. The graduates who thrive combine interpersonal abilities, adaptability, and commitment to learning with their technical knowledge.

The insights from our conversation highlight the evolving landscape of funeral service recruiting. By focusing on culture, professional development, and adapting to today’s workforce expectations, funeral providers can succeed in an increasingly competitive market. For more information about Suzanne’s specialized recruiting services, visit www.akrelegacyrecruiting.com.

Join us for our next conversation with Amanda Hill of Female Forward on April 9th, discussing how funeral providers can better market to female consumers.

The post Building & Maintaining a Strong Funeral Service Team: Insights from Suzanne Akre appeared first on Johnson Consulting Group.

January’s Johnson Consulting Conversation featured the incredibly insightful Jill Lazar, VP of Business Development at Ring Ring Marketing. Jill shared proven strategies for connecting with potential clients, converting cold leads into hot leads, and how funeral providers can energize their approach to pre-need marketing.

We started with a key concept: the distinction between cold and hot leaders. Jill said to imagine cold leads as people who might be curious about pre-arranging their funeral but aren’t quite ready to commit. They’re like explorers, gathering information and weighing options. On the flip side, hot leads are prepared to dive in—they’ve decided to pre-arrange and are searching for the right partner to help them. The magic lies in transforming those curious explorers into committed clients. This transformation is no small feat and demands a dynamic blend of traditional wisdom and cutting-edge funeral home technology.

We know that community outreach is the heartbeat of connection. It’s where the real excitement happens for making meaningful connections in the community. Jill and I discussed how funeral homes can become trusted advisors in their communities by engaging in genuine outreach. Jill suggested hosting engaging events like movie nights for Veterans or an informative seminar on Veteran death benefits. Events like this cost trust and familiarity. The secret sauce is focusing on relationships, not sales pitches. It’s about being a trusted friend, not just another business.

In our fast-paced digital age, you might think direct mail has gone the way of the dinosaurs. Jill shared that direct mail is still a powerhouse. Sending a physical mailer often leads to warmer client interactions than digital alternatives. Why? Because receiving and responding to mail requires a level of commitment that clicks and likes simply don’t capture. Combining direct mail with social media for events can bring in similar numbers of leads, but the mail leads often close with more success. It’s all about finding that sweet spot between tradition and innovation.

Jill and I discussed personalization in marketing, which is more than a trend; it’s a necessity. Jill stressed that it’s about making every potential client feel recognized and valued. Recommendations from Jill included using videos and staff photos in marketing materials to send personalized video messages. There are endless ways to make connections feel personal and genuine. The goal is to have potential clients walk through the funeral home doors feeling like they already know you.  Last year Jill posted a video on LinkedIn showing off her cat on National Cat Day. That video turned out to be her most viewed video because it was personal, genuine and it included a pet which was a suggestion from her co-worker.

Every community is unique, with its own culture and preferences. One size definitely doesn’t fit all in funeral service marketing. Jill stated that success depends on knowing your audience and tailoring your messages to meet their specific needs. This approach addresses natural sales resistance and positions the funeral director or pre-need consultant as a compassionate advisor. By doing so, you build lasting relationships based on understanding and empathy.

We know that technology is revolutionizing nearly all industries and different types of businesses. One fascinating idea we explored was the concept of an “empty cart” feature on funeral home websites. People can plan their end-of-life services online, just like shopping on Amazon. This tool provides valuable insights into client preferences. We must remember that technology is only as effective as the people behind it. Ensure your team is well-trained and enthusiastic about using these tools for the best results. Jill mentioned the opportunities that exist when an online consumer has a full shopping cart but doesn’t check out.

Patience is a virtue, especially when measuring marketing success in funeral service. Jill advocates for a 12-month evaluation period—pre-need marketing programs often reveal their true potential over time. This patient approach helps avoid hasty judgments and allows strategies to flourish fully.  Balancing tradition with innovation will be crucial for a funeral provider’s pre-need success. It’s not about choosing between old and new—it’s about discovering the perfect blend that resonates with your community.

Thank you, Jill, for joining us on Johnson Consulting Conversations! Below is the recording in case you missed it live. Be sure to watch the surprise at the end for her and Welton Hong, Founder of Ring Ring Marketing.

The post From Cold Leads to Hot Leads – Strategies to Boost Your Lead Conversion Rates appeared first on Johnson Consulting Group.

However, the allure of ownership should be approached with careful consideration. While the idea of having the freedom to set your own schedule and make decisions without supervision is appealing, there are inherent challenges. Being a good funeral director doesn’t necessarily equate to being a good manager, and similarly, good managers don’t always make good owners. It’s critical to recognize personal inadequacies and work on developing the skills necessary to succeed as an owner.

As Tom noted in his article, the journey from funeral director to owner requires a deep understanding of what ownership entails. It’s easy to look at the rewards of owning a business without fully appreciating the hard work required to reach that level. The climb to the top involves a great deal of learning, adaptation, and a willingness to let go of certain tasks in order to assume the broader responsibilities of ownership.

When exploring funeral home ownership opportunities, it’s advisable to memorialize any promises of future ownership in writing with a current owner. Without a formal agreement, there is little foundation to build on, and years of hard work might not result in an ownership stake. Aspiring owners should also be prepared to enhance their leadership and management skills through conferences and training programs, such as those offered by Johnson Consulting Group’s Leadership and Management Academies.

One of the current advantages in our profession is the availability of financing. With the right preparation, a bank can fund the purchase of a funeral home, allowing the new owner to pay back a loan over time while keeping the business for themselves. This is a key part of the American dream, but it requires thorough financial readiness, both in terms of savings and skill set. Aspiring owners must be equipped to manage debt and know when and where to seek assistance.

It’s important to remember that the learning process never stops. As an owner, others will look to you for answers, which can create pressure. But, it’s crucial to continue growing and seeking support when needed.

Looking at the next generation, there’s often a misconception that “They won’t work as hard as previous generations”. However, today’s business professionals are finding innovative ways to balance work and life. Through outsourcing, leveraging resources like associations and the internet, and using study groups, younger professionals are finding efficient ways to accomplish their goals without overworking themselves. In summary, it’s more about prioritizing balance and using the abundant resources available.

In conclusion, owning and running a funeral business isn’t for everyone, but it can be incredibly rewarding. The key to success lies in taking care of the families you serve…Period! If you can do that, they will take care of you. With the right preparation, support, and willingness to learn, you can enjoy the many benefits of ownership and establish a successful future for you and your family.

*This article was originally posted on the Funeral Director Daily website.

The post Opportunities in Funeral Home Ownership: The Path to Entrepreneurship in the Funeral Profession appeared first on Johnson Consulting Group.

Crafting a Strategic Financial Plan for Funeral Homes

Developing a robust business plan is the first step toward financial mastery in the funeral service profession. This plan serves as a roadmap, guiding your funeral home through budgeting, forecasting, and cash flow management. A well-crafted business plan showcases the viability and strategic vision of your funeral home.

Key Elements of a Financial Plan:

1. Budgeting and Forecasting: Establish clear financial goals and projections to guide your business decisions.
2. Cash Flow Management: Maintain a steady cash flow to ensure operational efficiency and sustainability. Consider using a thirteen-week cash flow analysis provided on a weekly basis.

Understanding a comprehensive financial strategy will enable your funeral home to provide essential services while maintaining financial health.

Balancing Empathy with Economics in Funeral Service

Funeral home owners face the delicate task of blending empathy with economic viability. Financial control is crucial in balancing these elements, ensuring that pricing structures are fair and transparent while supporting your business’s profitability.

Strategies for Balancing Empathy with Economics:

• Transparent Pricing: A key consideration would be placing your prices on your website. Also, utilizing phone shopping vendors to ensure you are not only in compliance but providing all options to families guarantees your transparency and compliance.
• Cost Management: Control expenses on essentials like caskets and services to keep operations efficient and families happy.
• Revenue Tracking: A detailed sales contract analysis ensures that you know exactly what the average sales are per case type along with the averages of the items sold within those calls. This ensures that your pricing is not only competitive, but that you’re recovering your pricing as a correlation to the average sale you’re receiving.

By combining compassionate care with sound financial strategies, you can offer meaningful services while maintaining a viable business model.

Sustaining Your Funeral Home Business

Effective financial control is key to sustaining a funeral service business. Strategic planning helps you adapt to market changes while honoring the emotional aspects of our profession.

Key Financial Strategies for Sustainability:

• Budgeting: Predictable costs ensure affordability for clients and stability for your business.
• Financial Forecasting: Prepare for industry trends and future demands in your market.
• Investment in Staff Training: Enhance service quality and succession planning which fosters client trust and loyalty.

A well-structured financial plan empowers your funeral home to meet customer needs with integrity, ensuring both dignified services and business longevity.

In Conclusion, crafting a strategic financial plan is the foundation of a thriving funeral service business. By focusing on budgeting, cash flow management, and balancing empathy with economics, funeral home owners can sustain their operations and serve their communities effectively.

*This article was originally posted in NFDA’s Financial Column.

The post Crafting and Sustaining a Funeral Home Financial Plan appeared first on Johnson Consulting Group.

In the most recent Johnson Consulting Conversation, I introduced Derrick Hussman, Senior Business Consultant for Johnson Consulting Group and a dedicated member of the Disaster Mortuary Operational Response Team (DMORT). Derrick’s journey in the funeral service industry is as captivating as it is inspiring. From considering a career in broadcasting to finding his calling in forensics and funeral service, Derrick’s path is a testament to the power of guidance, passion, and willingness to serve.

As I have learned over the years in speaking with seasoned funeral service professionals and the Worsham College of Mortuary Science students, I teach the path to funeral service, which has not always been a direct path for many. This is undoubtedly true for Derrick. Derrick’s journey began with a pivotal conversation with his friend Joe Kalmer, who had transitioned from broadcasting to becoming a funeral director. Joe’s advice encouraged Derrick to explore trade embalming as a means to fund his forensics degree. This decision led Derrick to Southern Illinois University’s Mortuary Science Program, where he discovered a profound passion for helping families through their most challenging times.

As Derrick’s career unfolded, he became involved with DMORT, a federal mortuary response team under the Department of Health and Human Services. DMORT specializes in assisting with mass fatality events by providing forensic and mortuary expertise. With ten teams across the United States, DMORT deploys when local and state resources are overwhelmed, offering critical support through their Disaster Portable Morgue Units and Victim Identification Centers. Derrick’s journey with DMORT began after volunteering with the National Funeral Directors Association (NFDA) in New York following the 9/11 attacks. Encouraged by DMORT members he met there, Derrick applied and underwent a rigorous selection process, including background checks and security clearances, to join the team.

Derrick’s role as a Mortuary Officer in DMORT requires him to be a licensed Funeral Director, and Embalmer is in good standing. Training is extensive, covering harassment prevention, blood borne pathogen safety, psychological first aid, and more. Annual training sessions, often self funded, prepare team members for various disaster scenarios, ranging from plane crashes to severe weather events.

During deployments, Derrick’s adaptability and dedication are evident. Every deployment is unique, with team members like Derrick tasked with diverse assignments—managing morgue operations, conducting forensic examinations, and even participating in reconnaissance missions with military forces. Derrick emphasizes the importance of professionalism and teamwork throughout each deployment, ensuring that every task is executed with precision and care.

Derrick was recently deployed to Asheville, North Carolina, following the devastation of Hurricane Helene. There, he was responsible for managing morgue operations, coordinating with local medical examiners, and strategizing with military search and recovery teams. Despite the challenging conditions, Derrick highlights the deep bonds formed among team members and the resilience of the local community.

I appreciate that Derrick mentioned the Mercy Chefs organization, which provided warm, nourishing meals to responders and residents. Mercy Chefs is a wonderful non-profit, and I’ve had the opportunity to volunteer for when floods hit eastern Kentucky. Check them out if you like working in the kitchen and prefer short-term volunteer opportunities. www.mercychefs.com

The support provided by DMORT during such crises is crucial for families, offering a semblance of peace by facilitating the identification and release of deceased loved ones. Derrick’s work, while challenging, strengthens his faith in humanity and the power of compassion during times of tragedy. Learning more about this passion that drives DMORT to help others was genuinely touching.

The emotional demands of disaster response work are significant. Derrick and his team approach their mission with a steadfast mindset, understanding the critical role they play in facilitating families’ grieving process. Derrick’s commitment to providing dignified and expedited support is a testament to his dedication and the essential nature of DMORT’s mission.

For those inspired by Derrick’s journey and considering a path in disaster response, Derrick emphasizes the importance of the passion to serve. The work requires mental and physical resilience, adaptability, and an unwavering commitment to the mission. Aspiring DMORT members are encouraged to explore state teams and stay informed about opportunities through platforms like USAJOBS.GOV.

Derrick’s journey inspires others to embrace the call to serve, highlighting the vital role that DMORT plays in disaster response and the healing process for grieving families. Johnson Consulting Group is proud of Derrick’s work, which not only aids those in need but also inspires a new generation to follow in his footsteps, serving with dignity and compassion in times of tragedy.

The post Derrick Husmann’s Experiences with DMORT in Disaster Response appeared first on Johnson Consulting Group.

Q: Which major tax provisions from the TCJA are set to expire at the end of 2025?

A: Individuals and families can expect tax increases, but for business owners, the most concerning provisions include:

• Loss of the Section 199A Deduction: This deduction, currently available to pass-through entities (such as S-corporations and LLCs), allows business owners to deduct up to 20% of qualified business income. When this expires, pass-through entities will lose a valuable tax-saving tool, potentially increasing the tax burden on small businesses and entrepreneurs.
• Loss of Caps on State and Local Tax (SALT) Deductions in High-Tax States: Taxpayers in states with high income and property taxes could face higher overall tax liabilities as the current $10,000 cap on state and local tax deductions disappears.
• Reversion of Capital Gains Tax Rates: Capital gains tax rates will revert to being determined by your regular income tax bracket. This means that individuals in higher income brackets may see a significant increase in their tax rate on long-term capital gains.
• Reduction in Estate and Gift Tax Exclusion: The current estate and gift tax exclusion of $12.92 million per individual will drop by nearly 50%, meaning estates valued over approximately $6 million will be subject to estate taxes. This change could affect many families planning to transfer wealth to the next generation, making estate planning a crucial step in the coming years.

Q: What tax strategies should funeral home and cemetery business owners consider as 2025 approaches?

A: One key strategy is to consider accelerating your income before the TCJA provisions expire. With capital gains rates set to revert to higher levels based on your income tax bracket, now is an optimal time to sell assets, take profits, or increase distributions. By doing so, you can take advantage of the lower rates now, reducing your tax liability compared to what it would be under future tax rules.

This strategy is particularly beneficial for those with capital assets such as stocks, real estate, or business interests that have appreciated significantly over time. Locking in current capital gains rates could save you a substantial amount in taxes before the rates increase post-2025.

Other considerations may be to reevaluate your business structure, either converting it to a C-Corp or an S-Corp to lessen taxes. It may also be an opportunity to increase contributions to retirement plans, investing in capital equipment, or exploring tax-advantaged benefits for employees.

The Importance of Timing in Succession Planning

When it comes to succession planning, the timing of a sale can have a significant impact on the value you ultimately retain. In the words of Jake Johnson, “It’s not what you get, it’s what you keep.” Even though the sale price of a business may remain the same before and after 2025, the amount you keep after taxes will change. This is due to the potential tax increases that could arise when the TCJA provisions expire.

Q: How should funeral home and cemetery business owners approaching a succession plan think about the timing of a sale?

A: If you’re considering transferring your funeral home or cemetery business, now may be the optimal time to maximize the value of your business. With the potential tax increases on the horizon, selling before the end of 2025 could result in you keeping more of the proceeds.

“It’s just food for thought and something business owners should be aware of,” Jake continued. “If you were planning to sell around 2025, the tax changes might push you to reconsider your timing. Even if you’re not quite ready to sell, it’s worth considering whether selling now could help you avoid a higher tax bill later.”

The core idea is that waiting until 2026 or 2027 could mean a larger tax burden, requiring your business to make up the difference in growth or additional calls on capital. By transferring before the end of 2025, you may be able to capture a more favorable tax position and keep more of the proceeds from the sale. However, it’s important to remember that not everyone will be ready to sell at that time, so planning ahead and discussing options with a tax advisor is crucial.

In conclusion, with the expiration of these TCJA provisions on the horizon, proactive tax and succession planning are essential, working closely with a financial advisor will help you craft the best strategies to minimize your tax burden.

*Johnson Consulting Group and its affiliates are not tax professionals. You should review the content of this article with your tax professional to see how it applies to you.

The post Tax Changes Looming: What Funeral Home Owners Should Know appeared first on Johnson Consulting Group.

I had the pleasure of hosting a Johnson Consulting Conversations featuring Nelson Thulin, our Director of Business Consulting. We dived into the topic of funeral home budget success for 2025, during which Nelson provided valuable insights and strategies to help funeral providers thrive in a competitive market and plan accordingly for 2025.

Nelson emphasized the importance of analyzing historical and year-to-date data as a foundational aspect of budgeting and understanding where your funeral home’s sales trend is crucial for projecting future activity. He advised being honest and realistic when examining past data, as it forms the basis for planning and growth.

Nelson highlighted the shift from traditional burial to cremation services, with an increase in direct cremation and memorial services. Being as detailed as possible with the data is the key, and understanding there is a difference between sustaining growth and sustaining a steady call volume.

With projections, Nelson discussed the impact of external factors such as market competition and advertising efforts. Recognizing new competitors’ emergence and marketing strategies is vital for staying ahead. He mentioned that new funeral home owners strongly engage in community outreach often, influencing the local market dynamics, and that can have an impact on other area funeral homes.

Adjusting pricing can significantly affect sales projections, and Nelson stressed the importance of understanding how these changes influence average sales per call. He also addressed labor expenses, advising owners to consider salaries, overtime, training, and benefits as part of their 2024 budgeting. Nelson recommended viewing training as an investment, not an expense. And, of course, we both agreed that access to performance data from Performance Tracker X can help customize training content.

We discussed regularly reviewing and maintaining facilities. He advised being brutally honest about facility upkeep, from carpets to wall repairs. Hiring a mystery shopper to evaluate the premises during non-busy times can provide an unbiased perspective on the facility’s image.

Vehicle-related costs, including maintenance and insurance, are another significant expenditure. Nelson recommended carefully analyzing buying and leasing options. We also briefly discussed advertising and how being very intent and strategic can have a considerable impact, and funeral homes should prioritize advertising channels that yield the best return on investment.

Funeral home owners can confidently navigate financial planning with these insights, ensuring sustainable and successful operations. Watch the entire conversation above! Our next Johnson Consulting Conversation is December 11th at 2 PM EST.

The post Funeral Home Budget Success appeared first on Johnson Consulting Group.