I’ve watched a critical power services company finish their busiest year ever and still not know how profitable they were by service line. And I was the one responsible for their finances.

The problem wasn’t effort. They were slammed with service calls, maintenance contracts, and installs. The problem was they had no real picture of where the money was going, which service lines were bleeding, or whether their crews were actually profitable.

So I built the systems that showed them. They needed job costing, cash flow forecasting, and dashboards to actually answer the questions the owner kept asking (sometimes at 11pm). Over the next several years that company grew, got its finances in order, and was eventually acquired. I led the financial side of that exit.

I have an MBA and over a decade of finance experience inside critical power and electrical contracting companies. But what that means in plain English is I know how this money works. Not just the service and project side. The internal operations too.

I started CT CFO Services because I wanted to do this for more than one company. Business owners are out there grinding, winning contracts, growing their crews, and still not knowing which jobs actually make them money at the end of the day. That gap costs them more than they realize.

The honest reason I started this: I love my wife and kids and I love golf. If that sounds familiar, we probably started our businesses for the same reasons

– Rich Hill, MBA, Dad, Golfer