I run the work, then I teach it.

I started at a franchise painting company as an account manager, became Lead Account Manager in January 2024, and served as General Manager from October 2024 into 2026.

As General Manager I kept operations running smoothly: sales, crews, scheduling, hiring and the numbers, so the owner could focus on the business instead of the day-to-day. None of it was one big idea. It was the basics, done in order and kept running.

Start with the numbers. I went through the P&L line by line with the owner, so we knew what every part of the business really costs. You can't manage what you haven't read.

Then pricing and job costing. I tracked gross profit by crew and by job type, so pricing followed real margins. It showed where margin is made and where it slips, which you can't see until somebody builds the report.

Then people. I built the recruiting process, the 30-60-90 onboarding plans and the compensation plans, so hiring ran the same way every time.

Then new revenue. I built a commercial bidding and estimating function so we could take on commercial projects. And I worked hands-on, from inside the market, close to the crews and the customers.

I spent 10+ years in B2B sales and business development at Sprint/Nextel, Verizon Wireless, General Motors and Five Star Professional, where I managed a team of 4. That is where I learned how to build a pipeline and run a sales process.

I'm also a co-owner of Asset Accounting, which does multi-entity financial reporting, payroll and reconciliation. It's why I read a P&L the way I do.

And I served a full four-year elected term as a Town Trustee in Wellington, Colorado. Public office teaches you to make decisions in the open and answer for them.

I build the software too. Topcoat and Quickcoat are the painting estimating apps (see Apps). I also built a crew field app, financial models and KPI dashboards, and commission tracking that we used in the business. I built each one because I needed it.