The Financial Clarity Plan provides structure for the decisions owners are already making by anchoring them to specific financial targets and revisiting them regularly as conditions change.

The work begins by defining what success means to you and translating that definition into concrete financial outcomes. From there, we build a forward-looking plan and use it as a reference point month by month—adjusting as reality unfolds.

Rather than reacting to reports after the fact, the plan provides a working framework for:

• Interpreting financial signals in real time
• Understanding how decisions interact and compound
• Identifying risks and opportunities early
• Focusing attention where it has the greatest impact

The result is not more data or more analysis, but clearer orientation and more consistent decision-making as the business evolves.

Define the destination
We start by clarifying where you want the business to be—typically twelve months out—and articulating that destination in concrete financial terms. Cash position, profitability, capacity, and risk all matter at this stage.

Build the forward plan
That destination is translated into a practical, month-by-month financial plan grounded in your current numbers and in how your business actually operates.

Monthly review and recalibration
Each month, we compare what actually happened with what was planned. As conditions change—and they always do—we update our projections and adjust the plan. Nothing remains static.

Scoreboard and focused recommendations
You get a clear view of what’s on track, what needs attention, and where targeted adjustments will make the greatest difference. The focus stays narrow, so decisions remain deliberate and effective.

The Financial Clarity Plan is designed for owners who have already proven they can run a successful business and now face a new set of challenges.

Some are growing quickly and want to maintain control as complexity increases.

Others are hitting a ceiling and need clearer signals to break through.

Some have built something solid but feel their momentum has flattened, and decisions have begun to feel repetitive rather than purposeful.

What they share is responsibility for results, people, and long-term outcomes — and a desire to move forward with more steady judgment.

This work isn’t for businesses in crisis or for owners seeking quick fixes.

It’s for owners who want steadier progress, fewer surprises, and a clearer line of sight as the business evolves.

This is advisory work, not coaching.

I don’t provide bookkeeping or tax services.
I don’t manage your team or run the business for you.

My role is to help you understand what the numbers indicate, see the trade-offs in front of you, and choose a direction that aligns with where you want the business to go.

That perspective is shaped by both sides of the work — years as a CPA and financial professional, and firsthand experience owning and selling a labor-intensive business.

I work directly with owners.
Management teams may be involved, but the relationship and responsibility remain owner-to-owner.

The value is not more information or explanation.
It’s a more straightforward interpretation, steadier judgment, and disciplined follow-through over time.