Starting Cielo Synergies wasn’t just a career pivot - it’s the next chapter in how I show up as a partner: candid, collaborative, and committed to elevating others who value thoughtful support. While I’m fully immersed in entrepreneurship - and the season of life that includes fatherhood - I believe in keeping doors open: for collaboration, for partnerships, and for wherever this path leads next.
Because at the end of the day, businesses - and the leaders driving them - are dynamic and ever-evolving. And when everything feels like it’s moving fast, clarity, strategy, and growth are what keep you grounded - and moving forward with intention.
In the early stages, a bookkeeper may be enough to keep your numbers in order. But as your business grows, the demands on your finance function expand too. Knowing when to upgrade - from bookkeeper to controller to CFO - is key to maintaining clarity, supporting growth, and avoiding costly mistakes.
Expansion requires capital. Whether you’re opening new locations, acquiring competitors, or upgrading systems, growth costs money - and the way you finance it will shape your business for years. Most founders think of three main paths - cash, debt, or private equity.
Expanding from one successful location to multiple can feel like the ultimate validation of your business model. But the reality? Multi-location expansion is where many great businesses stumble. It’s not enough to replicate what worked once - each new site introduces complexity in people, processes, and performance. Here are five common pitfalls founders encounter, and how to avoid them.
The M&A world is full of activity - deals, investors, growth strategies, and big promises. But one question often gets overlooked: Which side of the deal are you on, and do you have the right support for it? The reality is that buy-side and sell-side advisory are very different - and knowing the difference can make or break the success of your transaction.
Running a business is rewarding - but it’s also exhausting. Many founders start their companies with energy, passion, and big dreams. Over time, however, the weight of endless decisions, financial pressures, team management, and market shifts can take its toll. If you’ve ever thought to yourself “I’m just tired” or “I don’t know how much longer I can do this” - you’re not alone.
If you're even thinking about selling your business in the next year, now is the time to start preparing. Many owners assume the process begins when a buyer shows interest - butthe truth is, deal value is created long before diligence starts. Selling a business isn’t just atransaction - it’s a transformation. You’re transitioning your role, your team, and often your legacy.
Running a small business is demanding. Every day, business owners juggle multiple responsibilities - hiring and managing the right team, generating leads, retaining customers, handling operations, and ensuring cash flow is stable. With so many moving parts, it’s easy for finances to take a backseat.
When you started your business, handling your own bookkeeping or accounting may have seemed like a simple way to cut costs. With a few spreadsheets and a bank login, it felt manageable. But as your business grows, so do the financial complexities - tracking cash flow, managing invoices, keeping up with payroll, and ensuring your financial reports make sense.
