Reconciled

Overview

I co-founded and led Reconciled, a venture-backed enterprise SaaS company automating the financial and operational workflows that distributed staffing ecosystems run on — high-volume reconciliation, cash application, and operational reporting across multi-entity environments. I led it from initial concept through enterprise deployment to acquisition by LaborEdge. It was the most complete version of the work I'd done everywhere else: not translating one part of a complex system, but owning the whole thing — product, team, operating model, and the business itself.

The Challenge

Staffing agencies and the healthcare systems they serve move enormous volumes of money through processes that are still, astonishingly, manual — spreadsheets, email, and human reconciliation across dozens of entities that don't share systems. The complexity isn't technical glamour; it's operational sprawl. The challenge was to understand that sprawl deeply enough to build software that genuinely absorbed it — and to do it as a startup, under capital and time constraints, where every decision about what to build was also a decision about whether the company survived.

My Role

As co-founder and CEO, I owned product strategy, company execution, fundraising, and the operating model — and built and led the cross-functional organization spanning product, engineering, design, operations, and go-to-market. I worked directly with enterprise customers to find the real operational pain, and I made the calls about what the company would and wouldn't build, under the kind of constraint where those calls actually matter.

Approach

Start from the operational reality. I worked directly with enterprise customers to identify where the money and the time actually leaked — co-creating workflows rather than imagining them, and translating messy multi-entity business processes into scalable platform capabilities.

Architect for the hard part. I architected workflow-automation systems for high-volume reconciliation, cash application, and operational reporting across multi-entity enterprise environments — the unglamorous core where accuracy and throughput are the entire value proposition.

Build the operating model, not just the product. Founding a company means designing the system that builds the system. I established platform success metrics and quality benchmarks (workflow accuracy, cycle-time reduction, adoption) and built the cross-functional org and operating rhythm that could deliver against them under startup constraints.

Run the business as a system too. I led fundraising, investor communication, strategic partnerships, and investor reporting and planning — learning the business of the business, not just the product of it.

Key Contributions

• Co-founded and led the company from concept through enterprise deployment to acquisition by LaborEdge

• Architected workflow-automation systems for high-volume reconciliation, cash application, and operational reporting across multi-entity environments

• Built and led a cross-functional organization across product, engineering, design, operations, and go-to-market

• Established the platform's success metrics and operational quality benchmarks

• Led fundraising, investor relations, partnerships, and regular investor reporting under startup capital and execution constraints

Outcomes

Reconciled went from initial concept to a deployed enterprise platform and was acquired by LaborEdge, a larger player positioned to scale it within the industry. Beyond the outcome, the experience gave me something none of my prior roles could: end-to-end ownership of a complex system — technical, organizational, financial — and a genuine fluency in how the parts of a business fit together and depend on each other.

Reflection

Founding and running a company turned the thing I'd always done into something total. In every prior role I translated complexity at one layer — strategy, operations, experience. As a founder I had to hold all the layers at once, and live with the consequences of how they fit. I came out of it certain of what I want next: to keep working on complex technological systems at this scope, where product, organization, and business are one problem rather than three — and to bring an operator's fluency to it, not just a strategist's.