Services
The six services below cover the full range — from real-time visibility to forecasting to the systems underneath both.
01
One picture of profitability, cash and risk that updates without anyone rebuilding it by hand. Built on your own accounting file rather than a parallel spreadsheet that drifts out of agreement with it.
You get a live report you open, not a PDF you receive.
02
Where margin is genuinely created and where revenue is masking inefficiency — at the segment, product, client and job level. Company-level profit routinely hides both the line carrying the business and the line draining it.
You get segment-level margin, with the causes named.
03
Not a package of statements. A written read on what changed, what it means and what to do about it, delivered on a fixed cadence and walked through live so nothing lands as a surprise.
You get findings and actions, each with an owner and a date.
04
Build the model before the commitment, so a hire, a facility, a price change or a capital raise is tested rather than taken on instinct. Forecasts grounded in reconstructed history rather than last year's assumptions.
You get a model you can run yourself.
05
Accounting file, semantic model and reporting layer built as one system rather than three. If the reporting cannot stay accurate without manual intervention, it will not stay accurate.
You get a pipeline that runs without you.
06
The standing phase — the monthly review, the decisions in between, and the analysis behind them. Optional by design: it starts only if you want it, and it is yours to leave. Performance-aligned and structured so I only win when the client wins.
You get someone who isn’t you, holding the mirror up on a schedule.
The Mirror
The goal of this practice is that you eventually need less of me, not more. That is a real commitment, and it creates an obvious question: if the work succeeds, why would anyone keep paying for it?
Because independence was never independence from having anyone look. It was independence from needing someone else to do the analysis. A person cannot audit their own blind spot — not for lack of skill, but because the thing being missed is, by definition, the thing they cannot see from inside their own perspective. That is a structural gap, not a competence gap. It is the same reason a capable executive still keeps a board, a coach, or a confessor.
So the standing phase is not a smaller version of the first one. It is a different job, and naming it honestly matters: you are not paying to have the numbers explained again. You are paying for someone who isn't you to hold the mirror up on a schedule.
You do the building. I am the Mirror.
Pricing philosophy
In a billable-hours model, efficiency works against economics. Better systems mean less cleanup. Automation means less manual work. Clear processes eliminate recurring problems. The more effective the advisor becomes, the less revenue remains.
I scope and price against outcomes instead, so the goal of building enough financial intelligence in a client that they need less of me — not more — is structural rather than aspirational.
How engagements are structured