For a manufacturing business to thrive, its management must be able to read between the numbers of its statements, to plan for the future, and know what is really happening on the production floor in the present. My passion since an early age has been numbers, and it was clearly evident I excelled over my peers. I have analyzed financial information my entire career. Early in my career, I managed an industrial supply company, keeping track of profitability, tracking sales performances, analyzing customer buying habits, and other important information it takes for a business to thrive. And thrive it did. The team led by me posted pre-tax profits in every quarter I was manager, a nearly impossible feat when the economy dipped in 2008-2009. I volunteer in the community with church and HOA finances, and have helped many families achieve financial freedom by offering financial classes.I now work for a small business, again, analyzing numbers to help the business thrive, and continue supporting the 75 families represented in the organization. My co-workers have coined the phrase, “What Would David Do?” when making decisions about how a job should be run. I have a unique ability to know everything about each and every job running on the shop floor, without the need to look them up in the computer first. I'm so deeply rooted in the numbers, I can walk the production floor, and know if a job is profitable or not, just by watching it run.In my off time, you can usually find me playing ball with my sons or getting ice cream with the family. I enjoy traveling. My family heritage is deeply rooted in Germany, and I enjoy visiting family there. I enjoy remarkable stories, and like watching movies based on true stories, such as “Moneyball” and “The Big Short”. People often mix, or tell colorful inflated versions of the truth with words, but numbers don’t lie. Get to know the numbers, and get to know the truth of what’s really happening. That’s, what I do.