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Chief Financial Officer, Value Driver

Creating Value in the age of AI

I build the capital allocation, data, automation, and control systems that help companies grow faster, govern smarter, and fund long-tail wins.

My Principles Future Outlook Connect
01

Strategic choices in an uncertain world

Decide where to compete, what not to fund, and which few activities must fit together to create durable competitive advantage.

02

80/20 value concentration

Find the few customers, products, plants, constraints, and workflows that drive disproportionate profit, cash, risk, or drag.

03

AI-enabled finance operating systems

Turn finance from a reporting function into an intelligence layer: better data, faster forecasts, cleaner workflows, stronger controls.

Operating Principles

Non-negotiable principles for myself and my team.

These are not aspirations. They are the constraints under which the best long-horizon decisions are made.

01
Relentlessly pursue purposeful progress

Motion without direction is noise. Every system, report, or automation must earn its place by moving the business forward in a way that can be measured and defended at any time horizon.

02
Give more in value than you receive in compensation

Trust compounds faster than capital. Deliver clarity early, surface problems before they become expensive, and make recommendations that serve the whole enterprise across multiple decades.

03
Everyone sweeps the floor

No task is beneath the person accountable for the outcome. Titles are temporary. Standards are not. The leader who will not do the work cannot judge the work.

04
Share good news quickly, and bad news even quicker

Surprises are the most expensive input in any system. The earlier the signal reaches those who can act, the smaller the correction required. This is respect for capital and for people.

05
Treat every experience as an opportunity to learn

The best operators remain students. Whether the variance is favorable or unfavorable, the only useful question is: what did we see too late, and how do we see it sooner next time?

Evidence of Action

Manufacturing finance work translated into enterprise value.

The details matter because they point to a bigger pattern: I do not wait for perfect systems. I build financial infrastructure, data flows, controls, and operating cadence so leaders can choose faster and fund the few things that matter most.

RCM Industries, Inc. — Manufacturing
Chief Financial Officer
2023 – Present
  • Built scalable operating infrastructure by consolidating payroll and HR processes across 4 locations into a unified HRIS environment.
  • Rebuilt enterprise reporting on Microsoft Fabric, creating a stronger data foundation for leadership visibility and faster operating decisions.
  • Reduced workflow debt through automation, returning recurring manual effort to higher-value financial analysis and decision support.
  • Created the internal audit function from zero, strengthening governance, compliance, and risk visibility as the business scaled.
RCM Industries, Inc.
Corporate Controller
2017 – 2022
  • Built a disciplined finance operating cadence across multiple business units, improving management’s ability to trust and act on the numbers.
  • Led accounting, AP/AR, and payroll teams across 4 plants while keeping finance connected to the operating reality of the business.
  • Built consolidated forecasting models used by executive leadership for strategic planning and resource allocation.
  • Managed financial reporting for a 6-entity consolidated group with accuracy, repeatability, and governance.
RCM Industries, Inc.
Division Controller
2016 – 2017
  • Owned plant-level P&L accountability, connecting financial outcomes to operating decisions at the source.
  • Implemented KPI dashboards that gave plant managers clearer visibility into inventory, carrying costs, and operational drivers.
  • Partnered directly with operators to turn financial insight into practical efficiency improvements.
RCM Industries, Inc.
Accounting Manager
2014 – 2016
  • Prepared and analyzed financial statements across multiple manufacturing plants, building pattern recognition across operating models.
  • Streamlined multi-plant reporting processes, improving the system-level reliability of financial information.
ScanSource, Inc. — Technology Distribution
Staff Accountant
2011 – 2014
  • Managed balance sheet reconciliations and revenue accounting in a public-company environment where precision and controls mattered.
  • Served as subject-matter expert during SAP implementation, protecting process continuity and data integrity through change.
The Future

Building for what is coming.

The CFOs who create the most value in the next ten years won't just read the forecast — they'll build the infrastructure that generates it. These are the forces I'm watching, building for, and betting on.

In motion

Current Forces

  • AI agents transforming finance and accounting workflows
  • Real-time operational data compressing the monthly close cycle
  • Conversational AI agents embedding into operational workflows
  • The spreadsheet demoted from system of record to consumption layer
  • The CFO evolving from financial steward to infrastructure architect
Building

Strategic Bets

  • Agentic financial and operational intelligence
  • Ontology-driven data models over rigid ERP schemas
  • Direct Lake semantic layers as the new general ledger interface
  • Natural language as the query interface for operations
  • Post-ERP modular architecture replacing monolithic financial systems
Watching

Coming Disruptors

  • Orbital compute constellations dramatically lowering AI infrastructure costs
  • Quantum optimization delivering measurable gains in computing power
  • Humanoid robotics entering manufacturing at pilot scale, changing the workforce
  • Modular ERP architecture as the default financial backbone of next-generation manufacturers
Tools & Infrastructure

What I bring to the CFO seat.

From data infrastructure to board narrative — the skills that turn manufacturing complexity into competitive advantage.

01 Enterprise Value 7 skills
In practice
Strategic capital allocation
Built consolidated forecasting models used by executive leadership for strategic planning and resource allocation across a six-entity manufacturing group.
80/20 value concentration
Owned plant-level P&L accountability and implemented KPI dashboards that helped managers see which inventory, carrying costs, and operating drivers actually moved margin.
Growth / margin trade-offs
Partnered with operators to translate financial signals into practical efficiency improvements instead of treating margin pressure as a reporting problem alone.
02 AI & Data Systems 7 skills
In practice
Microsoft Fabric & Power BI
Rebuilt enterprise reporting on Microsoft Fabric to create a stronger data foundation for leadership visibility and faster operating decisions.
Finance workflow automation
Reduced workflow debt through automation, returning recurring manual effort to higher-value financial analysis and decision support.
Integrated systems & definitions
Consolidated payroll and HR processes across four locations into a unified HRIS environment so finance and operations worked from one source of truth.
03 Operating Control 8 skills
In practice
Internal audit buildout
Created the internal audit function from zero, strengthening governance, compliance, and risk visibility as the business scaled.
Financial statement integrity
Managed consolidated financial reporting for a six-entity group with the accuracy, repeatability, and governance expected in a multi-plant manufacturing environment.
Inventory & plant economics
Implemented plant KPI dashboards that connected inventory, carrying costs, and operating drivers to decisions made on the floor—not just in the monthly close.
04 Execution Stack 7 skills
In practice
Excel, VBA, and Power Query
Streamlined multi-plant reporting processes and built forecasting tools long before the Fabric layer existed, improving reliability of financial information across plants.
Python & ETL
Used automation and scripting to lessen manual finance workflows and free capacity for analysis, controls, and faster response to operating questions.
Team leadership & change management
Led accounting, AP/AR, and payroll teams across four plants while standing up new systems, reporting cadences, and controls while deepening connection to operating reality.
Credentials & Education

Formal foundation. Continuous study.

Certification and education behind the operating work — plus ongoing study in the areas that keep a manufacturing CFO current.

Certified Management Accountant (CMA)
Professional certification through the Institute of Management Accountants.
Master of Accountancy
Stetson University.
B.S. Business Administration (Accounting)
University of South Carolina Upstate.
Continuous study
Advanced financial modeling, data analytics, strategy, and valuation.