30 Years Finding Hidden Profit for Founder-Led Companies
There’s a reason for that.
There’s money hiding inside your business — profit that’s already been earned but never captured. Pricing that hasn’t been revisited. Customers who disappeared. Proposals that went dark. Margins quietly eroding.
You can’t see it. It’s too close.
I’ve spent 30 years helping founders find it.
I’ve been in business rooms my whole life. Literally.
At three years old, I was sweeping floors in my father’s industrial machinery company for twenty-five cents a week. At lunch, they’d prop me up on a barstool with a Coca-Cola while the adults talked business. I didn’t understand everything — but I absorbed it. The way founders negotiated. The way deals came together. The way problems got solved.
My father was a master. Companies sought him out from all over the United States for his expertise in manufacturing lathes, commercial exhaust fans, industrial pumps, and more. He’d take me along to meetings, and I’d watch him work — listening, learning, soaking in everything.
By five, they had me in front of customers learning how to write orders. By six, I was selling parts.
I remember the day it clicked. I was making twenty-five cents an hour — ten dollars a week for forty hours of work. One afternoon, I sold a part for twenty dollars. The company had paid ten for it. I’d just made ten dollars in profit for the business in less than six minutes.
I stood there thinking: I work forty hours for ten dollars. I just made ten dollars in six minutes. There’s got to be something to this selling thing.
I didn’t know the word for it then. Now I do: Leverage.
By twelve, I was seeing patterns everywhere. I noticed we were paying taxes on inventory sitting on shelves — money that should’ve been in the bank. I noticed six-week delivery times that were costing us customers. I found a competitor using cleaning equipment that did in fifteen minutes what took us three hours. We made the changes. Revenue went up. Costs went down.
It felt obvious to me. Like breathing.
At seventeen, my father had a heart attack. I stepped up and ran the company.
I didn’t have a choice. And I discovered I was ready.
For years after, I thought every business owner saw their company this way. I didn’t realize it was unusual. I just kept doing it — at Procter & Gamble, Enterprise Rent-A-Car, CBS Television. Then with hundreds of founder-led companies.
The turning point came when I helped a wireless software company grow from $3.5 million to $11 million. They exited at 5x revenue. And I realized: this isn’t just a skill. It changes lives. It’s a calling.
But the moment it truly clicked was a conversation with a company called Coach University. I’d been helping them with their sales process — doing what I always did. They said, ‘You should be a coach.’
I said, ‘I used to play semi-pro soccer. I love baseball.’
They said, ‘No — not that kind of coach. A BUSINESS coach. You have a way of looking at things that businesses need.’
That’s when I understood: what felt like breathing to me was invisible to most founders. Because when you’re inside your business every day, you can’t see what someone from the outside can see.
I started as a business coach. But coaching alone doesn’t get the job done — and neither does consulting. Founders don’t need more questions or more reports. They need a growth partner — someone who sees what they can’t, finds the money, and stays until it’s captured.
That’s what I do. I see what you can’t. And I help you capture it.
The results speak for themselves:
I’ve worked with Fortune 500 companies, national brands, and hundreds of founder-led businesses:
Plus over 200 founder-led companies across manufacturing, professional services, healthcare, technology, and more.
I’ve seen what works. More importantly, I’ve seen what’s bleeding you dry — and how to stop it.
I’ve been an entrepreneur since I was seven years old.
My first business was a paper route — but I was too young to sign the contract. So I convinced my brothers to be the contract holders, and I ran the daily operations. I hired kids from the neighborhood to help deliver. I expanded that route five times.
At thirteen, I got my first bank loan. My brother co-signed. I paid it off in the first year. By eighteen, I had established credit lines with the banks.
In high school, I built a clean-out company and an auto body shop with partners. By my late teens, I was running multi-five and multi-six figure businesses. In my twenties, I built my first seven-figure company.
I’ve also served in the military — where I learned discipline, systems, and what it means to be part of something bigger than yourself.
And I’m a husband and father. I understand why you’re building this business — and why the cash flow matters beyond the numbers.
If you’re a founder-led company doing $5M or more, and you’re wondering where your profit is hiding — let’s find out.
15 minutes. No pitch. Just an honest assessment of whether there’s money worth finding.
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