Construction-only. Controller-up. Personally in the room. I work with a small number of owner-led construction companies at a time — because the work that moves the needle isn't something you hand off and forget.
I started in construction by pulling nails. From there I worked my way up — onto a framing crew, then into running operations. I sold a company, got into consulting on the way builders run their processes and systems, and kept running into the same thing: good construction companies getting completely blindsided by their own finances. Profitable on paper, scrambling for cash. No read on whether a job actually made money until long after it closed.
I didn't fully understand that side myself, so I went and learned it from the inside. I joined a construction-finance firm as its second employee and worked my way up to VP of Operations, where I designed the services and ran the teams that delivered them. That's where the financial half of this clicked into place.
So I've stood on the framing crew and I've built the financial systems. I can talk to your PMs about job costing and to you about working capital in the same afternoon — and that's exactly the gap most construction owners are stuck in.
I built TruBalance around one idea: the financial side of a construction company should drive decisions and results, not just record them after the fact. With each owner I name a financial North Star, find the few levers that actually move it, and we work the plan together — every month, not just at tax time.
I'm deliberately hands-on. I cap how many companies I take on so each one gets my actual attention, not a junior pass and a monthly PDF. When you work with me, you're working with me.
You're not hiring me to generate reports. You're hiring me to move your numbers in the right direction — and to be accountable for it.
I also write and talk publicly about construction finance — on Insights here and on LinkedIn — because the more owners understand their numbers, the better the whole industry gets. If something I write is useful to you whether or not we ever work together, that's the point.
How I work
I don't split attention across restaurants, retail, and contractors. Job costing, WIP, retainage, and bonding are the work — not an exception I have to look up.
You work directly with me, not a rotating team. A modern financial platform handles the heavy lifting so my time goes to judgment, strategy, and results.
I lead with oversight and decisions, not data entry — and I cap new clients at about one a month so every engagement gets real attention.
Start with a financial review. I'll get a clear read on where your company stands financially, we'll talk through your goals for the business, and I'll tell you honestly whether I'm the right person to help — whether or not we end up working together.