Cameron's professional life started on the audit floor of a major CPA firm—a place he later dubbed the "armpit of all things accounting." He was rigidly trained to value only two things: billable hours and regulatory compliance. When he launched his own practice, he relied on these same industry standards, but quickly realized the incentive structure was fundamentally flawed, hurting his impact and leaving his clients without a strategic roadmap—just endless firefighting.

Concurrently, Jay was thrown into a crisis when his CFO abruptly quit. Forcing him to manage the entire finance function while cash flow and budget issues loomed. He desperately sought external help, hiring a carousel of six fractional CFOs and four accounting solutions. The experience was consistently underwhelming. He hired "leaders" who lacked direction and "experts" who could fix small problems but had no clue how to scale a $10 million company to $30 million. The one true expert he found charged an exorbitant fee—enough to pay an entire finance team. Jay realized the problem wasn't his selection process; the system itself lacked a standardized operating procedure and was thoroughly broken.