I left accounting because I was over it.
I was at the centre of everything. Every decision, every client question, every problem that needed solving ... it came back to me. The firm worked. I just couldn't step away from it for five minutes without something stalling.
So I left and walked away from the profession.
Then I built a marketing agency and did exactly the same thing again.
It took me longer than I'd like to admit to see that the problem was how I'd built both things ... with me at the centre, holding it all together.
I see systems where other people see chaos.
Always have. Even as an accountant ... before I had my own firm ... I was a systems accountant. While everyone around me was focused on the compliance work, I was looking at how the whole operation ran. Where the friction was. Why the same issues kept surfacing. What would need to change for the firm to run without constant intervention.
I built a product called BusinessDashboardHQ ... one operational home for a business, all the important information in one place. It sold well. I was genuinely surprised by that, because at the time I assumed everyone thought about their business the way I did.
Turns out most people don't see what I see. And service businesses are probably the clearest example of that gap. Run by technically excellent people, built on years of hard work ... and still completely dependent on the owner being present for anything meaningful to happen.
The dependency patterns, the owner bottleneck, the systems that only exist in someone's head... I understand them from the inside because I've lived them twice.
That combination ... systems thinking, accounting background, years working specifically on this problem ... is why the businesses I work with get a clear picture fast. I already know where to look.
A motorhome somewhere in Europe.
My partner and I have been doing this for a few years now ... moving through the UK and Europe, working from wherever we happen to be. Our dog Leo comes everywhere with us.
I mention this because it's relevant to the work. I've had to build my own business in a way that runs without me being anchored to a desk, a timezone, or a fixed location. The same problem firm owners bring to me is the one I've had to solve for myself.
It also means I keep things lean. I don't have a team of ten people and a complicated delivery process. I have a clear method, a small number of clients at any one time, and a genuine interest in the specific problem each firm is dealing with.
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What working with me looks like
Service business owners are analytical. They've tried things that didn't work and they're rightly suspicious of generic advice.
I don't do generic.
The AI Practice is where most people start. Every month a pre-built AI agent drops... built for service businesses, tested before it arrives, ready to use the same week. No rabbit holes. No figuring it out yourself. One agent, one problem solved, every month.
If you want the full build... the agents, the systems, the operational infrastructure designed specifically for your business... that's a different conversation. Reply to any email or reach out directly and we'll talk about what that looks like.
If any of this resonates, here's where to start
Or start with a book. Each one is $9 and written specifically for accounting firm owners.
If You’re New Here, Start With the Engines
The 7 Engines explain everything happening inside your firm ... the overwhelm, the growth, the bottlenecks, the workload, the opportunities.
If you want to understand where to focus, start here:
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