About The KPS Group

I didn't start The KPS Group because the world needed another agency or another consultant. I started it because I kept seeing the same root problem across small and midsize businesses—especially in the trades (HVAC, electrical, plumbing, specialty contractors): the back office was split across five vendors, three spreadsheets, and zero accountability.

Payroll here. Bookkeeping there. Marketing with a freelancer. IT with an MSP that charges enterprise prices for consumer gear. A Franken-stack of tools that don't talk to each other—and nobody owning the outcomes. Revenue felt random, not repeatable.

My Background

Before founding KPS, I lived the corporate side of the house. My career began selling into the enterprise at companies like IBM, Microsoft, and PwC, where I learned how the biggest organizations operate. Later, I worked in sales and account management roles where my job was to land large accounts and keep them growing.

I saw firsthand how Fortune 500s build repeatable revenue machines with clear systems, disciplined processes, and integrated infrastructure. But when I started consulting for small business owners, I realized they were playing the same game without the resources, without the team, and without the playbook.

These were smart, ambitious operators—but they were drowning in disconnected systems, clunky tools, and outdated processes. They weren't failing because they lacked vision; they were failing because the infrastructure underneath them was fragile.

I've sat on both sides of the table—inside big tech selling multimillion-dollar systems, and on the ground with business owners who wear twelve hats before lunch. The pattern was loud: great operators were suffering from chaotic infrastructure, not a lack of ambition.

What they needed wasn't "one more tool." They needed a single, modern back office—clean books, compliant payroll, a site that actually converts, reliable IT, and pragmatic leadership to tie it all together.

So I built The KPS Group with a simple conviction: revenue is a system, not a slot machine. If we fix the plumbing behind the scenes—finance, people ops, brand, tech, and operating cadence—growth stops being luck and starts being math.

That's why The KPS Group exists: one partner, one accountable team, one Modern Suite.