Why me?
You need someone who understands what it means to be responsible for the business - and the people who depend on it.
For 21 years, I owned and led Kinco, a family-run work glove business. Alongside our team, I grew it to $42 million in annual revenue, acquired another company, and navigated the sale of Kinco and Welch Workwear in 2025. I’ve worked through the decisions that come with growth: where to invest, who to hire, how to protect cash flow, and when to stop being the person who decides everything.
Today, I bring that operating experience to my work with owners and leadership teams as a Certified Bloom Growth Coach.
A snapshot of the business I helped build and lead.
During my ownership, Kinco reached $42 million in annual revenue and achieved double-digit revenue growth in more years than not. That growth came with real demands on cash, inventory, people and capacity.
If you’re trying to grow without stretching the business too thin, I understand why more sales aren’t the whole answer.
Our team grew to 72 domestic and international employees. Building the business meant developing leaders, clarifying responsibility and creating a culture where people could do good work and take ownership.
I care about results and how people experience the work required to achieve them.
My experience includes international sourcing, product design and development, inventory, warehousing and distribution. Kinco operated from a nearly 100,000-square-foot headquarters and distribution center in Portland, Oregon.
I understand how a decision in one part of a business can create pressure - or opportunity - somewhere else.
We served retail, direct-to-consumer and industrial customers, supported by a network of more than 60 company and independent sales representatives.
Different channels bring different demands. Growth requires coordination between the people selling the product and the people responsible for delivering it.
I know the personal side of a family-run business, where relationships and business decisions often overlap. In 2020, I acquired Welch Workwear, a Portland-based manufacturer of work suspenders. In 2025, I sold Kinco and Welch Workwear while staying involved to support the transition.
Those experiences shape how I think about continuity, change and what an owner wants the business to make possible.
Owning Kinco meant managing extreme seasonality - planning inventory, committing cash and coordinating sourcing well before the busiest selling periods arrived. It required balancing readiness for peak demand with the risk of carrying too much inventory afterward.
If your business has pronounced busy and slow seasons, I understand how that cycle affects cash flow, staffing, purchasing and the decisions you make throughout the year.
One of my proudest accomplishments was developing a leadership team that could run the business without me.
The test came when I took a six-week honeymoon without bringing my computer. The business continued operating while I was away.
That experience shaped what I want for other owners: people who can make decisions, responsibilities that are clear, and a business that doesn’t need the owner involved in everything.
We connect the conversation to decisions, responsibilities and actions you can use in your business.
I’ll ask direct questions and challenge assumptions, while respecting that you know your business and carry responsibility for its decisions.
We work on how your team communicates, handles disagreement and follows through - not just what appears on a plan.
We return to the priorities and commitments you’ve made, look honestly at what’s happening and adjust when needed.
My operating experience informs the questions I ask; it doesn’t mean your business should look like mine. I combine that experience with the Bloom Growth framework to help you and your team find an approach that fits your business.
The right coach needs more than an impressive background. Ask questions that help you understand how they will work with you - and whether that relationship will help your team move forward.
Ask for relevant examples, including difficult choices and what they learned when things didn’t go to plan.
Look for someone who listens, asks useful questions and helps your people build their own ability to lead.
Your goals, people, constraints and stage of growth should shape the work.
You should be able to hear uncomfortable feedback, disagree openly and have a productive conversation.
Ask about preparation, sessions, support between meetings and what you and your team will be responsible for implementing.
Discuss the changes you want to see and how you’ll review them together. Be cautious of guaranteed outcomes.
The work should strengthen your team’s ability to make decisions and follow through.
Ask me these questions, too. Our first conversation is a chance for both of us to decide whether working together makes sense.
Tell me what’s working, what keeps coming back to you, and what you’d like to change. We can talk through whether my experience and approach are a useful fit.
