Scaling with Purpose: Key Takeaways from my Recent Appearance on The Woodard Report

What if you didn’t have to choose between building a thriving business and living a fulfilling life?

That’s the question I wrestled with in 2017—when I went from a solo fractional CFO practice that was successful, sustainable, and gave me the freedom to prioritize my family, health, and hobbies. It was the definition of “work-life-balance.” Yet I couldn’t ignore a growing sense that I could serve more small businesses by building something bigger. 

Then came a simple but powerful question from a mentor:

“Why can’t you have both?”

That moment marked a pivotal moment. I chose to grow. And what followed was the intentional evolution of Nimbl, a cloud accounting and advisory company I founded, which now generates over $6 million+ in annual revenue.

I recently shared this experience on The Woodard Report Podcast alongside my co-founder Shane Rowely. Here are the top takeaways on what it truly takes to grow a firm without losing your identity.

1. Growth Starts with Intentionality

My early success as a solo CFO came with an enviable lifestyle, but also a sense of untapped potential. Instead of chasing growth blindly, I made a deliberate decision to scale with purpose—balancing impact and freedom.

“I felt like I built something that could be great… but I also had an incredible life and a great lifestyle.”

Dave Olsen - The Woodard Report

My mindset shift: growth doesn't have to mean burnout—it can mean building something that amplifies your values.

2. From Solo to $6M: Building with Vision

In 2019, Shane joined Nimbl, bringing startup experience and a shared desire to create something meaningful. Together, we laid the foundation for a firm that values people, purpose, and profitability, equally.

“There was a vision of building something bigger than ourselves… something that actually had impact in the world.”

Dave Olsen - The Woodard Report

Our success wasn’t accidental. It came from culture-first hiring, aligned leadership, and a commitment to staying focused on the mission—especially when things got hard.

3. Navigating the “Messy Middle”

One of the points I candidly shared was the firm’s early phase just before we started to scale, which provided a steep leadership learning curve. Despite years of observing business leaders as a CFO, being the leader was a whole new challenge.

“Going from a technician to learning to be a business leader was a big learning curve… especially when it came to hiring, accountability, and letting people go.”

Dave Olsen - The Woodard Report

I call this phase going from $1M–$3M in revenue range the “messy middle”—a phase where businesses are too big to wing it, but not yet big enough to afford a full leadership team. Cash flow issues, hiring missteps, and structural growing pains often pile up during this stage.

4. Make the Case for Growth Leadership

One of the most compelling segments Shane and I discussed was the case for hiring someone specifically to lead our growth at Nimbl. I dive deepr into this value in my article on The Woodard Report, The Rise of Chief Growth Officers in Accounting Firms.

While the formal CGO title may not fit every firm, the core idea is this: growth shouldn’t rest solely on the shoulders of firm partners.

“We had three quarters in a row of consistent growth. That’s when we knew it was time to hire a director of growth to take it further.” 

Dave Olsen - The Woodard Report

Their advice to other firm owners? Don’t wait too long. If growth is consistent and repeatable, bringing on a dedicated growth leader can unlock serious capacity—and allow you to focus on strategic vision.

5. Scaling Without Losing Culture

Culture is often the first casualty of rapid growth. For Nimbl, which has been fully remote since day one, culture required extra intention.

“We’ve had mission, purpose, vision, and core virtues from the beginning. They guide our hiring, performance, and leadership decisions.”

Dave Olsen - The Woodard Report

Shane accurately called out most of our personnel issues stemmed from misalignment with our core virtues. Staying rooted in culture helped us avoid internal friction even as our team expanded.

6. My Advice to Firm Owners

Whether you want to grow or stay small, align on one thing: be intentional.

“There’s no one right answer. What matters is aligning your business decisions with what you truly want for your life and your team.”

Dave Olsen - The Woodard Report

What Does Intentional Growth Look Like for You?

Nimbl’s story is a reminder that success doesn’t have to come at the cost of your values or your lifestyle. With clarity, culture, and purpose, it’s possible to build something great—and still live a great life.

What’s your version of intentional growth? Drop a comment—I’d love to hear.