What does this decision actually do to profit?
For the Accountant, the Plant Manager, and the Owner who all ask a version of this question.
For the Accountant, the Plant Manager, and the Owner who all ask a version of this question.
A cost accountant, then as a COO who used that training to see past every framework sold as the answer. They're tools. None of them replace the question.
Pain: You're making 6 figure calls with financial information you don't fully trust - and no one taught you how to read it.
Help: Start with Turnaround Revelations. Then go deeper with the Operations Finance course — curriculum below.
Pain: You know the numbers cold. You don't know if you're ready to own what happens on the floor.
Help: Take the Gap Assessment — a short diagnostic on where your financial thinking stands today, and exactly what's between you and operations leadership.
Pain: You're the one who pays for the gap, whether or not anyone tells you it exists.
Help: Executive Mentoring — a standing relationship with someone who's read both sides of your business.
Everyone in this picture stands somewhere. Finance and accounting live on the reported line. Operations lives on the actual line. Owners and executives own the distance between them — whether or not anyone's told them how wide it is.
Manufacturing enterprise, COO experience
Across finance, operations and executive and strategic leadership
Turnarounds, integrations & consolidations

What it actually takes to save a failing business — told through real companies and real stakes, not theory. Amazon's #1 bestseller in Production & Operations Management.

A business novel about the distance between numbers and reality — and what happens to the company caught in it.
A 20-minute call is enough to find out how wide it is — and whether closing it is a 90-day project or something bigger.
