Over a decade in corporate finance and operations. Owned and operated his own businesses. Now helps Oklahoma companies in the $1M to $20M range build the financial and operational infrastructure they actually need.
Based in Edmond. Every engagement handled personally. No handoffs.
OSU undergrad. UCO MBA. Then over a decade in corporate roles — mostly on the financial and accounting side of businesses that run physical operations.
Oilfield trucking and rig moving. Manufacturing. Saltwater disposal. Construction lending. Mortgage underwriting. Analyst to controller. The kinds of companies where the numbers aren't clean and the problems aren't theoretical.
Those years built the financial discipline — reporting, forecasting, budgeting, acquisitions, and cleaning up books most people wouldn't want to touch.
Most fractional advisors come from one of two places. A long corporate career — sharp on financial discipline, less familiar with the skin-in-the-game decisions that come with ownership. Or a serial entrepreneurship background — strong operator instincts, sometimes lighter on financial rigor.
Tyler has done both. Over a decade in corporate finance and operations. Then ownership and operation of businesses with real revenue, real employees, and real consequences when things went wrong.
That combination shows up in the work. The financial discipline of a corporate career applied to businesses where the owner's name is on the lease and the payroll.
Three daughters. Northwest Edmond. The same Oklahoma market the clients are in.
Oklahoma businesses in the $1M to $20M range. Founder-led companies, family businesses, and established operators that need senior financial and operational leadership without a full-time executive hire.
Industries include construction, manufacturing, oilfield services, healthcare, professional services, and distribution.
I've worked with a lot of consultants over the years. Most were sharp. Most came in with a predetermined framework and worked the framework regardless of what the business actually needed.
That's not how this works. Every business is different. The diagnosis comes before the prescription.
More can be learned from an honest conversation with the full team than from a rigid punch list and input from management alone. That means talking to the person who's been manually reconciling the same spreadsheet for three years because nobody ever asked why. The team knows what's wrong. Most of the time nobody has asked.
The person you talk to in the first conversation is the person doing the work. Not a junior associate working from a deliverable. Not a project manager coordinating from a distance. The same level of attention from day one to day three hundred.
Based in northwest Edmond. Not flying in from a coast. The same market, the same economy, the same businesses. Oklahoma companies deserve the same caliber of financial and operational leadership as any major metro — and they shouldn't have to pay out-of-state overhead to get it.
Having owned and operated businesses changes how you look at financial decisions. When the margin analysis is attached to a payroll you personally signed, the numbers mean something different. That perspective comes into every client engagement.
Cash flow management, forecasting, budgeting, financial reporting, and the cleanup work that makes the numbers usable. Books built for decision-making, not just year-end compliance.
How work actually moves through the business. Process design, systems documentation, team structure, and the operational infrastructure that scales without the owner in every decision.
Stabilizing businesses under financial pressure. Cash position, cost structure, lender relationships, and the path back to margin. Work that requires both speed and precision.
Preparing the business financially and operationally for a transition — to a family member, a key employee, or an outside buyer. The preparation work that determines the outcome.
Oilfield services, construction, manufacturing, distribution, healthcare, and professional services. Industries where the financial and operational challenges are specific and where generic advice falls short.
The financial modeling, operational systems, and organizational structure that let a business grow without chaos. Revenue model analysis, margin improvement, and the build-out that makes scale possible.
No pitch, no deck, no proposal before we have talked. A straight conversation about where the business is and whether this is the right fit.
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