// the founders
Two founders. Two Lenses On Profit.
One builds the eyes: profit visible by the hour. One builds the hands: systems that free it. Every engagement gets both.
// why two
Two founders. Two answers to the same question.
ProfitFinder has two founders and two answers to the same question. One taught himself to see profit by the hour. One frees it by rebuilding the way work flows. Every engagement gets both, because most companies need both - someone to build the eyes, and someone to build the hands.
Here they are, in their own words.
// James Shaw, COO
I'm James.
I'm James. I run operations here, and my end of this is visibility - knowing what happened to the money today, not whenever the books eventually close around it.
For how we run our own company, we could definitely never use QuickBooks, because it's six weeks behind. I want to know what our revenue and net profit is every day, not six weeks from now. So a while back I built the thing I actually wanted: a timesheet system that rolls straight up into gross profit, then net profit, updated hourly, with a warning sheet on top that only shows me what's wrong. Not a wall of numbers. Just the ones that need a look.
Our own accountant found out about this the hard way. We were on a call about our taxes and she asked whether her figures matched mine. I said, my numbers are up to date every hour. My numbers are better than your numbers. She was like, what do you mean? And it turned out they don't know if they're making money until April the 17th every year. And I'm like, well, that must be terrifying. That's genuinely how she became a client. Not a pitch. She watched how we track our own profit and wanted the same thing for her firm. She's already sent one of her own clients our way, with more queued up, which I'd call the best kind of marketing there is: none.
I'm not an accountant, for what it's worth. But between the warning sheet and the cash line, I know within a day whether this month is a good one. Some months aren't. That's rather the point of knowing early, and it's what having the numbers first actually buys you.
// Andy Siemer, CEO
I'm Andy.
I'm Andy. Once you can see where the profit's stuck, my end of this is getting it moving again: the systems, the process, the work that's eating people's time for no good reason.
How many of the problems on your list does anyone actually need fixed this month? That's usually the real question, and it's rarely the biggest one on the page. The first real conversation we had with one customer, we just traced the money through his systems, asking how this financial story was showing up over here, who touches this handoff, how long it sits before anyone looks at it. By the end of that call we had a list of 67 things worth fixing. He'd walked in with five or six in mind. When he asked about replacing his core ERP next, I told him I definitely wouldn't start there. There were a dozen front-of-house problems we could integrate around first, and those pay back a lot faster than a system migration does.
Once you know which fixes are worth doing, most of what's left comes down to sequencing. Fix the smallest thing that improves a number this month. Then the next one. Then the next. AI just means more of that list is doable than it used to be. Think of it as a different kind of paintbrush. And the goal is always to get your people off the repeatable stuff so they can spend their time on the orders that actually need a person.
// the FREE lens
Fix The Smallest Thing That Improves A Number This Month.
That is how Andy picks a first project: not the biggest item on your list, the one a system can absorb this month so a real number moves. Then the next one.
Want us to trace your own data flow the same way?
Start the conversationFirst pass is a map - you'll tell us where we got it wrong - and we'll find out what's on your list.
// how they work together
James builds the eyes. Andy builds the hands.
Every engagement gets both, whichever one you happen to call first. A business can't fix what it can't see, and seeing a leak without a plan to close it just means watching it happen in higher resolution. So the two lenses run together: instrumentation to find where profit is trapped, and process work to free it once you know where to look.
Start the conversation// the close
If you'd rather talk to a person than read another page, that's the point of this one.
The first thing that happens is a conversation about how money and work move through your business, and a map you get to correct - not a deck, not a discovery fee. And it's a founder or a senior lead on the other end of that conversation, not someone reading from a script.