The Hitchhiker's Guide to Corporate Accounting

Your ERP is the central nervous system of your business. It's also, in most manufacturing companies, the thing that was set up in 2009 by someone who no longer works there, configured for a version of your business that no longer exists, and held together by tribal knowledge and a handful of Excel files that nobody wants to talk about.

I specialize in Microsoft Dynamics GP — migration, configuration, optimization, and the kind of deep customization that turns it from "the system we're stuck with" into "the system that runs our company." I've done the full migration from QuickBooks. I know what breaks and when.

Here's a scene that plays out every week in most manufacturing companies: someone in leadership asks a question about revenue, margins, or inventory. Three people spend two days assembling the answer from multiple spreadsheets, two email threads, and a phone call to the warehouse. The number they produce is approximately correct and definitely late.

I build the infrastructure that replaces this ritual with a dashboard. SQL Server reporting, Power BI visualizations, automated data pipelines — all designed by someone who understands both the data and the business decisions it's supposed to inform. I taught myself SQL at 30 because we needed reports that didn't exist. Now I build the reporting layer that makes the data useful.

EDI is the invisible plumbing that lets your company sell to big-box retailers without drowning in paperwork. It is also, without question, the thing most likely to ruin your Friday afternoon. A Walmart ASN with the wrong ship date? That's a chargeback. A Home Depot 856 with a mismatched PO? That's a phone call you don't want to make.

I've built and maintained EDI infrastructure for Walmart, Home Depot, Amazon, AutoZone, and a roster of trading partners with requirements that change more often than the weather. I handle the mapping, the testing, the troubleshooting, and the quiet satisfaction of watching a perfectly formed 810 invoice sail through without a single rejection.

Somewhere in your company, right now, someone is manually copying data from one spreadsheet to another. They've been doing it every day for three years. They think it's their job. It's not their job — it's a failure of imagination by everyone who came before them.

I automate the repetitive, error-prone, soul-crushing data work that manufacturing companies accumulate like barnacles. Python scripts, Power Automate flows, Power Query transformations — whatever the tool, the goal is the same: let your people do work that requires a brain, and let the machines do work that doesn't.

Month-end close is either a crisp, repeatable process that takes three days — or it's a two-week archaeological dig through mismatched transactions and unexplained variances. I've lived both realities. I prefer the first one.

I design and implement close processes that are documented, repeatable, and survivable by someone who isn't me. Reconciliations that reconcile. Controls that control. P&L reviews that produce useful information instead of anxiety. The unsexy operational work that determines whether your financial statements mean anything.

"Digital transformation" is one of those phrases that means everything and nothing. What it actually means, in manufacturing, is: Can we stop running our business on a server in the closet and start making decisions based on data instead of gut feelings?

I build technology roadmaps for companies that know they need to modernize but don't know where to start. Azure and AWS infrastructure, cloud migration planning, security posture improvements — all explained in language that a business owner can actually understand. No jargon. No "leverage our cloud-native synergies." Just: here's what you have, here's what you need, here's the order to do it in, and here's what it'll cost.