I've spent my career doing this for other people first. At a consumer finance company I helped take the footprint from fourteen locations to forty-one across seven states. At a computer retailer I ran production and then all nine stores — moved the plant to lean manufacturing, cut inventory in half, rebuilt the accounting, and found the stores that were quietly losing money.

Then a software company called PlanSwift, where I came in as CFO. They'd just done $2.4 million, had fourteen employees, and the books were a mess. A year in, I helped plan and execute a merger. After that I moved over to run operations. By the time we sold, we were past $14 million in revenue with a hundred and forty employees across two locations — and I stayed on through two more acquisitions, the last one to Oracle. Same job, four different names on the letterhead.

In every one of them the work was the same: find where the money was leaking, tighten the operation, make it more profitable. I wasn't reporting the numbers. I was the one who had to act on them.

Then I did it for myself. I built my own firm on the same principle that worked everywhere else — clean systems, real numbers, decisions you can actually trust. A few years back I went looking for a practice of my own, one where the people I worked with would feel like family and the community would feel like home. I found that here in Utah.

Now I want to do it for you. My engagements look more like a virtual CFO than a once-a-year filing service, because that's the work that actually moves the needle.