Owner-operated companies of every kind: manufacturers, distributors, trades, retail, restaurants, service companies, professional practices. If you own it and run it, this is built for you.
Bookkeeping keeps a business compliant. It was never built to steer one. At some point most growing companies want more from their numbers, and a full-time senior financial person doesn't make sense yet. That gap in between is where we work.
Most owner-run companies steer by the bank balance and gut feel, and that's how nearly every good business gets built. If the numbers have started to feel a step behind the business, that's the moment we're useful.
Industry depth where it counts, including specialty experience in construction accounting (WIP schedules, job costing) for the clients who need it.
Real estate investors and small developers: project-level books, draw schedules, and investor reporting your partners can actually read. Most small operators run all of this in spreadsheets, and there's nothing wrong with that. We're for the day you'd rather hand it off.
Every project is scoped and priced before any work starts. We start wherever you are. Some clients need the cash organized, some need help keeping an eye on it, some need the books cleaned up, and some have all of that in hand and want the office to run on its own. Everything we build comes with the procedure written down, so it keeps working after we leave. Nothing becomes a meeting that could have been an email. You work with a senior person who learns your business, not a portal or a ticket queue, and you get reports you can read in ten minutes.
We work alongside your CPA and your bookkeeper, not instead of them.
Day-to-day entry stays where it is, we add the senior level: close, forecast, and analysis. Year-end goes to your CPA on clean, reconciled books.
You're busy running your business. I'm here to give you what you need from the office side, not another meeting. The owner should be running the company, not sitting in meetings that could have been emails.
I can do it because I've seen both sides of a business my whole life. My dad was a contractor and my mom was a bookkeeper. I grew up working on his boiler and pipe jobs and was still welding on them while I got my accounting degree. The field taught me a habit I still work by: get ahead, then use the time you bought to build tools that make the next one run better. That only happens when you care how the work turns out after you've moved on.
I was a controller by 25, first for a residential real estate developer, where I did the accounting, ran the finance, and built the tools the whole company ran on, and then for a commercial general contractor, where I honed my accounting and back office skills. The approach never changed. Get the cash under control, get the books clean, then build the tools so it stays that way with less effort: apps, dashboards, automations, and written procedures that keep the people running the jobs and the people running the office on the same page without anyone chasing paper. I got good at all of it and I liked it, so I started Schuhl Co to do that work for other owner-run companies. I keep things simple, and I write down the procedure for every task so what I build keeps working after I leave. I have an accounting degree and an MBA from Penn State.
None of this happens without my wife. The MBA took three years of nights and weekends hunched over schoolwork, and she ran the house in a huge way so I never had to think about it. Some of my best breakthroughs at work have come from her. She brings creativity and kindness to problems I'd otherwise just grind at.
We're based in Skippack and work with businesses across the tri-state area, in person, by phone, or on a video call, whichever you prefer. Not a CPA firm, and no tax preparation or attest services, so there's never a conflict with your accountant.