Some of what I’ve fixed

A single-site manufacturer had a slow, expensive packing and shipping process. I redesigned it physically and digitally, down to where the tables and tools sat, and led up to three people through the change.

Before standardizing anything, I ran the line myself, boxing and palletizing orders to the carrier’s standards, to confirm the new flow held up. Costs came down about 40 percent, and the average order went out the door more than two days faster.

A four-entity group had years of intercompany discrepancies, equity misclassifications, and charts of accounts that didn’t agree with each other. I remapped the chart of accounts with written rules for what posts where, posted the correcting journal entries, and set reconciliation standards across roughly 17 bank accounts.

The accounting and tax exposure that surfaced went to the controller and outside tax counsel as documented findings, with a corrective plan.

A growing manufacturer was running payroll by hand. I tested ADP Workforce Now head to head against QuickBooks’ own payroll, chose ADP, and handled the configuration, tax setup, and employee onboarding. Payroll processing time dropped more than 80 percent.

It was one of several picks there. Time tracking started on TSheets and moved into ADP once ADP was running payroll. Chronobooks handled data transfer. On the sales side, Shopify became the inventory hub for the Etsy, Amazon, and Walmart storefronts, and I tested and set up its QuickBooks integration.

An auto glass business’s revenue didn’t line up across its shop software, QuickBooks, and the bank, with entries keyed by several different people. 2024 had to be rebuilt by hand, much of it from paper, because the integrations hadn’t carried the data.

For 2025 I worked account by account with the bank statements as ground truth. I modeled the real timing differences: payments on last year’s invoices, late-pay interest, card fees taken out before deposit, and partial payments. Revenue came within about 0.1 percent. Along the way it turned up unsaved checks, year-end entries keyed twice, dropped Zelle payments, and a transfer error with its reversal.

Money moving between the group’s four companies was the hardest part. I built a matcher that paired 94 percent of those transfers automatically and wrote them out as entries ready to import into QuickBooks, with memos naming both sides. Calibration sales and several bank accounts tied to the penny.

The employee handbook still had a pay-secrecy clause, which current NLRA rules don’t allow, along with other gaps against those rules. I reviewed the whole handbook, revised what needed it, and took the clause out so employees’ right to discuss pay is protected in writing.

The forms attached to it, from leave and sick-day requests to NDAs, had grown up in different formats. I put them into one format and trimmed each to the fields it actually needs, which also means less employee information sitting on file. The legal terms themselves stay counsel’s call. My part was the document and what it collects.

I also wrote a records retention and disposal guide for physical and digital records under federal, state, and third-party rules. Staff use it now to clear out records past their retention date, and the handbook and forms live in the company’s own platform, versioned and searchable.

A manufacturer moved its headquarters and production from Virginia Beach to Caryville, Tennessee. I led the move, including the Tennessee payroll and tax re-registration, and it finished a week early. Afterward I gathered competing insurance quotes and restructured the coverage, which cut premiums about 20 percent.

Payroll ran across Virginia, Tennessee, and New Jersey. New Jersey came from a single remote hire, and I set it up from scratch with the state registration, a registered agent, a leased in-state address, and the payroll tax configuration.

A QuickBooks Online update introduced a data-integrity fault into the company’s books and removed the in-product way to reverse it. I rebuilt the books as a clean QuickBooks Online instance.

I also built a job- and project-costing method that broke out labor and production cost per order. Ownership used it to set pricing, and it showed which product lines were underperforming. Dashboards built with the executive team tracked KPIs, orders, and advertising.