I work with Mill Valley and Bay Area owners running real businesses, from the city out to Lake Tahoe. Tax, cash flow, and forecasting run from one set of numbers, in one monthly review, by someone who knows what the finish line looks like.
Most of my clients are owner-operators across the Bay Area and Lake Tahoe. The names on the door change. The financial questions don’t.
Revenue is climbing and the team is hiring. The accounting that fit at $2M will not carry you to $7M. You need forecasting, KPI discipline, and a finance function that scales with you.
How we help →The bank balance is fine and the P&L looks healthy, but you cannot tell which products, services, or clients actually drive your margin. You want dashboards you trust and a monthly rhythm to read them.
How we help →A sale, a partner buy-in, a capital raise, or succession is on the horizon. You need clean books, a defensible financial story, and someone who has been on the other side of the table.
How we help →Most owners I meet have a CPA who handles the return, a bookkeeper who closes the month, and an investment or insurance person on the side. Each one is competent inside their lane. Not one of them is reading the whole picture, and the gaps between them are where the expensive mistakes hide.
You end up paying for advice that doesn’t compound. Tax decisions ignore cash flow. Cash decisions ignore tax. Growth plans get built without forecasting. The cost shows up quietly, in margin you didn’t capture and choices you wouldn’t have made without the full picture in front of you. A coordinated financial operation changes that.
See the Solution
I run the financial operating layer for your business, with the instincts of someone who came up advising serial entrepreneurs through limited runway and watched both failure and tremendous success up close. Tax, cash flow, forecasting, and reporting on one set of numbers, reviewed monthly with you in the room. The decisions get faster and the surprises get smaller.
I got the start-up bug young. Before the degrees, I was running a lawn-mowing crew, working door to door, and even put together a small travel agency. The bug never left. After the degrees and twenty years close to dozens of entrepreneurs, I have watched outright failure and outright success at the same table, and both have been incredibly valuable to how I read a business now.
I built this practice to bring that experience to owner-operators who want a real financial seat at their own table. CPA on the wall, four successful exits, six M&A transactions, and three businesses through the $10M mark behind me. The work itself is straightforward: a monthly sit-down, the same dashboards each time, and a clear read on what the numbers mean for the next ninety days.
Straight from the business owners.
Without Dave, I don’t know if we’d have made it. When he introduced us to the Scale B.O.S.S. the lights went on, and we never worried about how we spent our time. The result was amazing productivity inside a scalable rocket ship. Thank God for Dave!
We were running blind. We had no sense of KPIs, or how to understand what the numbers our accountant was sending us. Once we had Scale B.O.S.S. running, every meeting had a new purpose and a clear focus. We went from a struggling start up to an eight figure exit.
We enjoyed a good deal of success, but we struggled with understanding exactly where our companies were in their growth phase. With Dave’s amazing guidance, we were able to build out bespoke KPI dashboards, and the rest is history.
Onboarding is light. It starts with a discovery call, then a short read of your books and current reporting. Most engagements have me reviewing real numbers with the owner inside the first two to three weeks, sooner when the situation calls for it.
Owner-operated businesses doing roughly $1M to $10M in revenue. That is the band where the financial complexity has outgrown what a bookkeeper can answer, but a full-time CFO is still a stretch on the payroll. Engagements size to where the business actually is.
I work alongside them. Your bookkeeper keeps the books current. Your CPA files the return. I sit above that, connecting what the numbers are telling you to the decisions you actually have to make this quarter.
A consultant studies the business, hands you a deck, and moves on. I stay. I am in the monthly review, in the next-hire conversation, in the call about the new lease. The point is durable financial leadership, not a one-time recommendation.
Engagements run month to month after onboarding. The cadence and what’s actually included is laid out plainly. If the relationship is not producing real value for your business, you can step out. I would rather you tell me directly than carry an arrangement that does not fit.
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