I'm a redeemed sinner, saved by grace, son of the King of Kings.
That's not a label on a résumé. It's the only thing on this page I didn't earn, and it's what everything else sits under. I was dead and didn't know it. Jesus did everything necessary. I contributed nothing to it.
So everything below is stewardship. God gave me a wife, five kids, a company, a mind, a body, and some number of years I don't get to know in advance. My job is not to waste them. That's what this site is actually about — is there a better way of doing it is a stewardship question before it's ever a business one.
I'm an Elder at Summit Church Apex Campus, where I lead a small group, disciple men, and serve in pastoral leadership. I officiate weddings. Most weeks the most important thing I do is sit across from one man and ask him how he's actually doing with God.
I'm also the CEO and owner of The CHE Companies — a multi-state exterior construction platform. I joined as CEO in 2023 and acquired majority ownership in 2024. We operate four divisions across six markets in North Carolina, South Carolina, and Virginia.
Before CHE, I spent about twenty years working through the finance and operational seats: started at Campbell University during my MBA, then promoted through three roles at K. Hovnanian Homes (a large public homebuilder), then CFO and Board Member at Faulkner/Haynes & Associates, then Director of Operations & Finance for Makarios International in the Dominican Republic, then recruited to rescue a stalled M&A at Tower Engineering, then seven years as CFO and Board Member at Bobbitt Design Build. Full timeline below.
I also build AI. The operational workflows I use at CHE and the platforms I've built — Operational CFO and CFO OS — are where the AI practice lives in public. I don't think AI replaces operators. I think it amplifies the ones who know what they're doing.
Everything I build traces back to a farm in Central Illinois and a man who never stopped asking if there was a better way. My grandfather didn't have a business degree or a leadership framework. He had calloused hands, a relentless work ethic, and an unwillingness to accept "that's how we've always done it" as an answer.
His name was Herman. There was a sign hanging in his garage, and when one of us settled for a job that was only almost done, he would walk us back to it:
"Why is it we never have time to do it right the first time, but we always have time to do it over?"
That sentence is where ITABWODI comes from. It was not a business principle. It was a standard a man kept in his own garage, where nobody outside the family would ever see it. On the bulletin board in his farm office he kept another one: a place for everything, and everything in its place.
He hired on at Caterpillar in 1935 — the 4,188th employee, forty-seven cents an hour, common labor — and stayed thirty-eight years. But in the early 1950s an efficiency study consolidated his department out from under him, and every option left on the table meant a downgrade. So he made a decision: remain loyal and diligent, and stop being solely dependent on one company for his family's living. In 1955 he moved my grandmother and their seven children onto a hundred and twenty acres north of Morton, Illinois, that cost thirty-one thousand dollars and needed everything.
He held that standard without ever shaming anyone for falling short of it. My cousin Joel spent his boyhood summers on that farm, and only learned years later that when he missed strips of grass while mowing, Grandpa would quietly send an uncle back out in the evening to finish them. He never mentioned it once.
That is the inheritance. Every process can be improved, every system can be refined, and the person closest to the work usually knows the answer if you give them the freedom to ask the question.
Quotations and family details are drawn from On Grandpa's Farm & Other Adventures, a personal memoir by my cousin Joel D. Feucht (2001), and are used with his permission.
I live in Apex, North Carolina with my family. When I'm not building, I'm at my daughter's volleyball games, watching my oldest invent something, discipling others, or meeting with men to encourage them to do everything I'm discussing here.