The work speaks
for itself.

A CEO hired Jeff for a three-day networking job. Before the three days were up, the VP of Finance offered him a full-time role. He took it.

Over the next two years, the company went from $26 million to $132 million in annual revenue. Rather than hiring a small army to manage the growth, Jeff's infrastructure — computers, networks, telephones, processes and procedures — absorbed it. Corporate headcount went down, not up.

The company was subsequently acquired by private equity, merged with two other companies, and eventually went public as Complete Production Services. The SOX narratives, policies, procedures, and internal controls Jeff authored were formally adopted by the public company.

"Jeff is intelligent, competent, strategic and analytical. I call him a living computer. If a company wants to position itself for growth, Jeff is the guy." — Sherry Latour, then President, IE Miller Services  ·  CEO, Tops Cabinets & Appliances

It started with a line item that didn't make sense. During a routine financial review, Jeff noticed RigData PDF subscription expenses spread across multiple company locations. The cost wasn't alarming on its own — but the pattern was. Multiple locations, overlapping expenses, no apparent coordination.

He dug deeper. The company was subscribing to RigData's regional PDF reports to support outside sales — each weekly file contained all active wells and proposed drilling sites in the region, including permitted drilling depth, current depth, and permit start dates. Salesmen would manually comb through the data each week to identify wells approaching completion, try to predict when drilling would finish, and time a call or site visit to propose moving the rig to the next location.

The problem was structural. RigData's regional boundaries didn't align with the company's service locations. Some locations were buying overlapping datasets — paying for the same well data twice. Worse, the GPS coordinates in the PDFs had to be manually entered into a map just to check whether a well was inside a location's service radius. And because two locations might independently identify the same prospect, it wasn't uncommon for two salesmen to show up at the same company — from the same employer — quoting different prices. That was not a good look.

Jeff talked to every salesman and the VP of Sales to understand the full scope of how the process worked and where it broke down. Then he called RigData directly. He discovered they offered a full US electronic dataset — all regions, all wells, updated weekly — for slightly less than the company was already spending on the fragmented regional PDFs.

He built a proof-of-concept in MS Access on a smaller dataset. Once the approach was validated, he scaled it to SQL. The result replaced the entire manual process:

• Automated weekly call sheets — salesmen no longer reviewed raw data; the system surfaced prioritized prospects
• Improved well completion date prediction — the model updated weekly as depth data came in, producing more accurate timing estimates than manual review allowed
• Custom distance calculation function — computed the distance from any well to any company location automatically, filtered by service radius, no manual GPS entry required
• Geographic heat maps overlaid on actual maps — visual representation of prospect density and opportunity concentration by region
• Route and timing optimization — helped salesmen plan field visits to maximize time in territory

When Complete Production Services — the parent company formed after the private equity acquisition and merger — saw what the system was producing, they adapted the reporting for other service lines. The hydraulic fracturing sales team used the same underlying approach to identify prospects and time their outreach.

The competitive advantage was timing. By approaching customers near real-time to their actual drilling activity, the sales team could reach decision-makers when the need was live — not after a competitor had already made the call.

"So often people are broken and don't know it, because they don't have the right systems in place. Jeff can come into an organization and pinpoint where the breaks are." — Sherry Latour, then President, IE Miller Services

The client came to Jeff with what looked like two separate problems: a broken regulatory reporting process and a slow proposal cycle. They had already hired a firm to solve it — that firm spent $120,000 over a full year and at the end told them: "No, we're never going to get a program that works."

Jeff recognized that they were separate symptoms of a single structural problem. The customer proposal process — which involved complex hydraulic fracturing calculations and pump schedules — was the upstream source that fed field data collection for both regulatory reporting and customer billing. Three disconnected programs, all manual, all redundant, none of them talking to each other.

The solution was one integrated database with automated field synchronization, replacing what had been a painstaking manual process. Billing integration was included. Fixing the proposal process upstream solved the regulatory and billing problems simultaneously — gains that no one had thought to look for because they were only focused on the reporting problem.

The customer proposal cycle dropped from four hours to twenty minutes. Regulatory reporting dropped from days to under an hour. The proposal speed became a direct competitive advantage — the ability to turn around job changes faster than any competitor in a market where responsiveness wins contracts.

Jeff also taught an existing employee how to design, code, and manage the program. When the engagement ended, the client owned it outright and was not dependent on outside support.

"He completely re-worked the program in less than six months. His ability to communicate with our group is outstanding — from our COO to people in the field. He sees things completely differently from most people." — Stephanie Thompson, Business Analyst  ·  Superior Energy Services

The client is a Defense Industrial Base Contractor — operating electrical utility systems at military installations nationwide. Jeff was originally engaged in 2012 to rescue a failed Spectrum ERP implementation. The scope never stopped expanding.

Over 14 years, Jeff has become one of the most senior people in the back office — a position earned through results, not tenure. He has provided the institutional continuity that federally regulated organizations rarely find in outside consultants: the kind that survives leadership changes, technology transitions, and federal audits because the person doing the work was there when the foundation was laid.

Over 14 years, Jeff rescued a failed Spectrum ERP migration, supported and administered the system for 13 years, then led the full migration to Costpoint. He built a complex national asset database, designed and executed the company's NIST 800-171 cybersecurity program, created a culture-wide security awareness initiative, managed multiple MSP transitions, and took on the vCISO role.

When the federal government demanded a full System Security Plan of Action in two weeks — a timeline that normally takes months — the client met it. The foundation was already there because Jeff had been building it for years.

"He delivers on what he said he's going to deliver on. In fact, he's exceeded my expectations in all three realms I've worked with him. The change in culture and the awareness of cyber security is palpable." — CFO  ·  Defense Industrial Base Contractor

Transferred from IE Miller to Sunland Construction as part of an acquisition. The mandate was the same: build the infrastructure that makes growth possible without adding the overhead that usually comes with it.

The company went from $100M to $500M in revenue. IT headcount stayed flat. Operating costs dropped by $200K annually. Remote offices got 10× the bandwidth at $1,800 per location per year in savings. Telecom contracts were renegotiated for $45,600 in annual savings.