My Work Is About One Thing: Control
Manufacturers don’t need more spreadsheets, more reports, or more pressure.
They need clarity, the kind that turns production data into decisive, confident action.
My specialty is bridging the gap between factory operations and financial performance, giving owners and operations leaders the visibility they’ve never had before.
With the right systems in place, you can finally answer questions like:
Where exactly are we losing margin?
Which machines, shifts or processes are dragging performance down
How do we grow without hiring more people or buying more equipment?
How do we fund the next stage of expansion without stretching cashflow
This is the space I live in, the intersection of production, costing, capacity, cash and profits.
Why I Do This Work
Over the past two decades I’ve seen one truth play out over and over:
Good manufacturers don’t fail because they’re bad at what they do.
They fail because they don’t have visibility over where their money is really made and where it’s lost.
I’ve rebuilt struggling businesses, redesigned costing systems, fixed failing cashflow structures, and helped family-owned manufacturers break through plateaus they’d faced for years.
My own business journey taught me the importance of operational control. At one point I had to reinvent my entire firm from the ground up; navigating through staff changes, restructuring systems, and rebuilding my financial base. That experience taught me what manufacturers feel daily:
You can’t grow profits without control.
You can’t have control without clarity.
And clarity starts with knowing your real margin drivers.
What Makes Me Different
Most advisors focus on compliance, bookkeeping, or cost-cutting theory.
I focus on operational finance, the reality of how a factory runs.
My approach combines:
✔ Accounting expertise
✔ Capacity planning
✔ Costing system redesign
✔ Production workflow analysis
✔ Factory-floor visibility
✔ Margin modelling
✔ Practical, no-nonsense advice manufacturers can act on immediately
I don’t sit in a boardroom reading reports.
I get into the operations.
I break down complexity.
And I show you exactly what is draining your margins and how to fix it, fast.
