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I'm not your bookkeeper.
Where I came from.
Visionary Fractional CFO & Growth Strategist with over 30 years of elite financial leadership and business ownership across the electrical, HVAC, and plumbing trades. A proven corporate turnaround expert who has saved multiple trade businesses from the brink of insolvency by engineering high-yield financial structures. Expert in advanced job costing, construction ERP integrations, and operational process design. Leveraging decades of hard-earned field and financial data to help contractors eliminate profit leaks, scale sustainably, and shield their businesses from catastrophic financial pitfalls.
Why I started RDH in 2017.
I built this practice to help other electrical, HVAC, and plumbing contractors mitigate costly financial mistakes before they happen.
Early in my career as a business owner, I had to learn the hard way. I didn't have a seasoned financial strategist in my corner to warn me about hidden margin fade, broken bidding models, or cash flow traps. I frequently found myself wishing I had access to that kind of specialized help years ago.
You do not have to learn those painful lessons on your own. My mission is to put my 30+ years of hard-earned experience to work for you. Together, we will protect your hard-earned profits, build efficient processes, and safeguard your company from devastating financial missteps.
Why AI-driven pricing.
Somewhere along the way I realized the same story kept repeating. Owner works hard, revenue grows, margins slip, nobody notices until it's a crisis. The root cause was almost always the same: pricing built on gut. So we built a pricing analysis engine specifically for service-trade contractors — because the data was always there, and nobody was using it.
Three things:
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Finance is an operating function, not a reporting function.
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Pricing isn't a gut call — it's a data problem most contractors don't realize they can solve.
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Service contractors don't fail from lack of revenue. They fail from lack of clarity.
Finance is an operating function, not a reporting function.
What I believe.
Pricing isn't a gut call — it's a data problem most contractors don't realize they can solve.
Service contractors don't fail from lack of revenue. They fail from lack of clarity.
WHAT I ACTUALLY DO ALL DAY.
Open your P&L and find where the money's actually leaking.
Rebuild job costing from the burden up - real margin by tech, service line, and job type.
Run your pricing through the model and tell you exactly what to move, and by how much.
Build the 13-week cash forecast so February stops being a surprise.
Tell you straight whether that 4x offer is worth taking.
