From getting the math right to making the math matter.
I spent over a decade in the accounting industry before starting TrueBalance Financial. I worked through tax seasons, monthly closes, audit responses, and every kind of cleanup engagement you can imagine. Along the way I learned something that most accounting firms quietly miss: getting the math right is only half the job.
The real impact happens when you sit down with a business owner and translate what those numbers actually mean for the future they’re building. Where the money is leaking. Where the tax savings are hiding. Whether the structure they have today still serves them tomorrow. That conversation — the strategic one — is what most firms charge for in name but rarely deliver in practice.
I started TrueBalance Financial to do that work properly.
Why therapy practices.
The honest answer is that it started by accident. My first three clients were all therapy clinic owners — one became two, then three, and I started noticing patterns. The same questions about S-corp elections. The same confusion around W-2 vs. 1099 clinicians. The same concerns about clinician compensation, owner reasonable comp, and what to do with the practice as it grew.
What I realized is that therapy practices are genuinely under-served by the accounting profession. Most firms treat them like any other small business, missing the things that actually matter: the insurance billing rhythm, the specific tax planning opportunities, the real estate strategies as practice owners start buying their buildings, the succession questions as group practices grow.
I built the firm specifically around this work. The packages, the planning rhythm, the technical expertise — all calibrated to what therapy practice owners actually need. I’ve since extended that focus to adjacent healthcare practices that share similar structures and similar challenges, but therapy practices remain the heart of what we do.
What working together actually feels like.
I’m the only person you’ll work with. Not a junior staffer, not a partner who handed you off after the sales call, not a rotating cast of bookkeepers. When you email me, I respond. When something looks off in your books, I tell you. When tax planning needs to happen, we sit down and do it — not in March, but in May, August, and November while there’s still time to act.
I run a virtual firm because it lets me serve practice owners across the country at a higher quality than a traditional office-based firm ever could. We meet over Zoom. We share documents through secure portals. We text when something is quick. The work happens around your schedule, not mine.
And I keep the client list small enough that no one ever feels like a number.