Something pretty unique about me (sadly, in today’s culture), I live by the modernization of an ancient proverb. “It’s better not to make a promise than to make one and break it” compels me to live as a woman of my word.

It’s a non-negotiable, and whether I use the word promise or not, if I tell you I’m going to do something, you have a reasonable expectation that I will deliver on what I said.

So, if I make you a direct or indirect promise, I give my all to see it through. If I don’t, you’d better know there was a life-altering crisis at play. I’ve certainly experienced a few.

     I’m easily bored, which I guess explains my early career history. I worked in some colorful, varied, and dynamic industries, and I learned a lot about differences, but also commonalities. I also discovered patterns that can predict long-term profitability, viability, and sustainability for any business.
Barely out of my teens, I worked as an office clerk in a manufacturing facility that created products we shipped all over the country. I learned that attention to detail and quality is crucial to making customers happy, as well as for blackening an organization’s bottom line.
     As a young twenty-something banker, I discovered the importance of taking your time and investing yourself into identifying your customer’s needs, especially the ones they don’t understand themselves or know how to articulate. As a lender, I realized that telling some people “no” can prove as beneficial as telling others “yes.” My passion for efficiency and effectiveness was conceived from necessity during my early banking years. My work ethics were also born during that time. It was where I first learned there are some sad souls who consistently work to get out of work, then chronically complain about how they get passed over or never get ahead.
     The CEO of our bank came to our branch one day and asked to speak with me in the boardroom. I immediately began asking myself what I might have done to get fired. But instead of letting me go, he offered me an amazing opportunity that would change my life, although I had no idea at the time. Jim Barnett, Jr. partnered me up with a beautiful soul named Tina Hannan, and we instituted the first Total Quality Initiative in a Missouri bank. We were actually one of the first service-based industries in the country to undertake such an endeavor. Educating myself, I read books voraciously, traveled throughout the U.S. getting various certifications, and began practicing. It was exhilarating, exciting, and terrifying! That period of my life spawned what I do for businesses throughout America today.
     When I accepted a position as a salesperson for a manufacturer, and worked with businesses like Nike, Greg Norman Golf, Fox Racing, Enyce Fashion, Paramount, and many other well-known companies, I helped develop innovations. I also found pennies for our plant that compounded into thousands of dollars and developed dozens of opportunities that turned into hundreds of thousands. Hundreds of people today are still benefitting from just a few years of my service in that role.
     After my time on the road began to intrude on my availability for my family, I completely switched focus and opened my own bookkeeping practice. I found I had an eye for forensic accounting, and often saw ways my clients could save and make money that they were missing, just by reviewing general ledger items. I couldn’t understand why they didn’t see these things themselves—but now I understand how hard that is when you are too close to a situation. I also realize I simply have a gift for noticing important details where others are blind to them.
     My bookkeeping work led me to my last employer, in a business that segued me into doing full-time business coaching, speaking, and authorship. It was during my tenure managing one of the largest river resorts in the country, where income is non-existent during famine periods and rolls in faster than you can count during feasting seasons, that everything came together. I was leading far too many people, juggling way too many roles (in addition to filling the GM position, I was the office manager, marketing manager, HR director, and head bookkeeper), and helping the owner navigate his finances, emotions, and daily operations. In this capacity, I came to understand why exponential growth takes more businesses down than new ownership.
     Thankfully, with much creativity, sweat equity, and perseverance, we survived. We grew that business from barely $100K gross income annually to multi-millions before successfully selling it. In my last few years, as word spread among our networks and professional relationships, more and more business owners and leaders started asking for my help. I haven’t stopped coaching businesses since, and I love every second. I don’t have to do this—I get to!

(A Brief History)