Built to Make an Impact.

The Problem.

Outbound invoicing at a large logistics facility was dominated by manual verification of operational data. Although the site issued relatively few invoices, each could contain hundreds of line items. Customers also required structured CSV attachments for automated ingestion into their own SAP environments.

Compiling and checking billing information consumed four full workdays every week. The facility already had sufficiently clean, integrated operational records to make reliable automation possible.

The Work.

Built an automated outbound invoicing workflow on the facility's existing operating infrastructure, integrating it directly with QuickBooks.

The Impact.

• Reduced approximately four full days of weekly invoicing work to around one hour each Friday morning.
• Automated preparation of highly itemized invoices and customer-required SAP-compatible CSV attachments.
• Reduced reliance on repetitive manual verification while retaining staff oversight of outbound invoices.
• Established an extensible billing foundation that remained in use and supported further development.

The Problem.

Shifting U.S. tariff policy created substantial commercial uncertainty for a Canadian petrochemical manufacturer that accounted for roughly half the facility operator's annual revenue. Continuing the customer relationship required the operator to obtain Foreign-Trade Zone designation and activation for incoming Canadian railcar shipments.

The facility needed regulatory authorization, upgraded physical security, staff procedures, and reliable merchandise-accountability controls on an unusually compressed timeline, without disrupting active packaging and logistics operations.

The Work.

Led FTZ designation and activation in approximately 21 days, managing all meetings with U.S. Customs and Border Protection, upgrading physical security, and building the supporting compliance infrastructure.

The Impact.

• Achieved FTZ designation and operational activation in approximately three weeks.
• Preserved the ability to continue servicing a customer representing roughly 50% of the company's annual revenue.
• Supported subsequent expansion into additional petroleum trading accounts requiring FTZ capabilities.
• Passed two formal CBP inspections with zero findings.
• Operated without additional recurring FTZ software licensing costs by leveraging existing infrastructure.

The Problem.

An industrial petrochemical packaging facility relied on paper index cards for warehouse inventory, fragmented departmental workflows, and extensive manual data entry. Inventory visibility was limited, repetitive administrative processes consumed staff time, and avoidable errors had serious consequences for production quality.

Mislabeled product lots could require entire production runs to be debagged and repackaged, displacing revenue-generating work and extending railcar dwell times. In the worst cases, misidentified plastics could reach downstream customers and create significant contamination and liability exposure.

The Work.

Architected and implemented the site's core ERP and warehouse management infrastructure over approximately four months of active work, completed across a seven-to-eight-month rollout.

The Impact.

• An estimated $1.88 million in annualized cost avoidance across multiple operating initiatives, substantially enabled by the new systems infrastructure.
• Approximately 33% reduction in office staffing through combined process improvements and automation.
• Greater inventory accuracy, visibility, and day-to-day logistics efficiency, alongside reduced exposure to costly labeling errors.
• An operational foundation that continues to support additional modules and AI-assisted quality-control tools after the original transformation.

The Problem.

The foundations of the business existed before the company did. Construction technologies, proprietary production methods, and operating know-how were scattered across multiple entities, with much of the potential intellectual property neither formally identified nor documented. Founders held competing views about ownership and value, complicating the effort to bring those assets into a single corporation.

Building a viable company also required decisions about board governance, employee ownership, and outside financing. At the same time, the manufacturing operation needed more efficient coordination between CAD-based production information and fabrication workflows. Producing components for a representative 1,800-square-foot home took approximately eight weeks.

The Work.

Helped transform a collection of founder-led activities, assets, and processes into a newly formed corporation with an initial governance framework, documented intellectual property rights, an employee ownership program, and a more efficient production operation. The work combined founder negotiations, legal coordination, financial and organizational design, and hands-on manufacturing improvements.

In parallel, helped put the corporate and ownership documentation in place to support the new company's initial outside debt financing.

The Impact.

• Established a new corporation with initial board governance and executed IP assignment agreements documenting rights identified across predecessor entities.
• Moved employee ownership from concept to implementation: a formally approved 20% equity pool with signed employee agreements.
• Reduced component fabrication time for a representative 1,800-square-foot home from approximately eight weeks to three, a 62.5% improvement in lead time. Results varied by project; the measure excludes design, engineering, transportation, and on-site assembly.
• Established the corporate vehicle and supporting structure used for initial outside financing. The company ultimately raised more than $1.3 million cumulatively, including financing outside the period of the work described here.

The Problem.

An emerging controlled-environment agriculture business was transitioning from experimental production toward commercial operations. Developing a novel cultivation model was only part of the challenge: the company also needed reliable financial information, integrated operating systems, and repeatable processes to support customer demand and investment.

Winning a major commercial customer materially increased weekly revenue and the demands placed on the business. The operating infrastructure needed to accommodate that expansion while giving leadership clearer visibility into cash flow, staffing, performance, and capital requirements.

The Work.

Led core business operations and worked alongside the founder to build the financial, technology, and organizational infrastructure behind commercialization. The engagement combined hands-on operating management with systems design, capital planning, and company-wide process development.

The Impact.

• Weekly revenue grew from approximately $1,600 to $38,000 following the acquisition of a major commercial customer, representing nearly 24-fold growth.
• At that weekly revenue level, the annualized run rate approached $2 million. This is a 52-week extrapolation, not a claim of realized annual sales.
• Secured more than $2 million in dilutive and non-dilutive capital in partnership with the founder.
• Implemented integrated operating and financial systems and established repeatable administrative processes supporting an organization of more than 40 employees and contractors.

The Problem.

The company supplied Form C preparation and ongoing reporting infrastructure to Regulation Crowdfunding intermediaries and their issuer clients. Established intermediary clients relied on the platform for their issuer offerings, not just occasional standalone filings. The legacy Form C experience had accumulated technical debt and serious usability shortcomings, creating substantial client-retention pressure.

The platform also supported recurring issuer reporting. Both initial offering disclosures and continuing issuer reporting needed reliable, repeatable systems at intermediary scale.

The Work.

Led the replacement of the legacy Form C workflow with a structured issuer questionnaire and automated document assembly, while modernizing the user experience and expanding related compliance products.

The Impact.

• Delivered a rebuilt Form C questionnaire and document assembly platform to address material technical and usability deficiencies.
• Delivered a cohesive, platform-wide user interface redesign, from component-library selection through detailed interface specifications.
• Expanded the product portfolio through customer-supported development.
• Supported onboarding and integration for crowdfunding intermediaries, with established platform clients routing their issuers’ Reg CF offerings through the system.
• Supported recurring issuer reporting through the platform’s Regulation CF compliance workflows.

Historical platform metrics cover January 2019 through May 2021: 2,058 SEC filings across filing types; $326 million in combined maximum issuer offering amounts, not funds raised; and 17.8% of original U.S. Reg CF filings (437 of 2,459).