Josh retweeted
I have two stacks on my desk. The left stack is financial disclosure forms from members of Congress. The right stack is waivers for members who filed their financial disclosures late.
The right stack is always taller.
On Wednesday morning, I watched a soldier get arrested on CNN.
I am a Disclosure Analyst for the House Ethics Committee. I have held this position for eleven years. My job is to receive the forms, verify their completeness, and file them. I do not investigate. I do not flag. I do not refer. I file. I have a lanyard. The lanyard says ETHICS.
The soldier's name is Gannon Ken Van Dyke. He is thirty-eight years old. He was stationed at Fort Bragg. He was Special Forces. In December, he created an account on a prediction market called Polymarket. On January 2nd, he bet $32,500 that the president of Venezuela would be removed from power. On January 3rd, he helped remove the president of Venezuela from power. He collected $409,881.
He has been charged with five federal crimes. Commodities fraud. Wire fraud. Unlawful use of confidential government information. Theft of nonpublic government information. Unlawful monetary transaction. The Department of Justice called it "the first-ever insider trading prosecution on event contracts."
I watched this on the television in our break room. Then I walked back to my desk and processed a late financial disclosure from a member of the House Financial Services Committee who purchased $250,000 in bank stocks eleven days before his subcommittee held a closed-door hearing on proposed capital reserve changes.
The filing was forty-seven days late. The STOCK Act requires disclosure within forty-five days. The penalty for late filing is $200.
I waived it.
I waive most of them. In 2021, fifty-four members of Congress and senior staff violated the reporting rules. The fines were minimal. Most were waived. I have a form for the waiver. The form has a box that says "Reason." I write "administrative delay." In ethics, "administrative delay" means the member's office forgot and then remembered when a reporter called. My approval rate is one hundred percent. In any other field, that number would trigger an audit. In mine, it is called thoroughness.
Let me show you what I processed this year.
January. A senator on the Armed Services Committee sold defense contractor shares worth $1.2 million. Three days later, his committee received a classified briefing that the Iran campaign had exceeded its projected cost by 340%. The stock dropped 8%. He filed the disclosure sixty-one days late. I calculated the fine. $200. His chief of staff asked if it could be waived. He did not ask what the senator traded on. Nobody asks that. The form does not have a field for it. I waived the fine. The senator's portfolio returned 23.4% in 2025. The S&P 500 returned 16.8%.
February. A representative on the Energy and Commerce Committee bought pharmaceutical stocks worth $400,000. Two weeks later, her committee advanced a bill that would extend patent exclusivity for the exact drug class she purchased. The stocks rose 14%. She filed on time. There was no fine. There was no investigation. There was nothing to investigate because buying stocks in companies regulated by your own committee is not illegal. It is legal. The STOCK Act made it legal by making it disclosed. In Congress, disclosed means legal. In my office, legal means filed.
March. A member whose spouse manages a portfolio worth $9.2 million reported forty-three separate transactions in a single quarter. Twelve of them were in sectors directly affected by legislation the member co-sponsored. The timing on eight of those twelve was within a two-week window of committee action. I logged all forty-three. None were flagged. We do not flag. We file.
I asked my supervisor once what would happen if I flagged a filing. She said we do not have a form for that. I never asked again.
In 2020, I processed 847 disclosures. In 2023, 1,211. In 2025, 1,614. The number of enforcement actions in each of those years was zero. The numerator changes. The denominator does not.
I want to tell you about the soldier again.
He made $409,881. He tried to delete his Polymarket account by calling customer service and saying he lost access to his email. He moved his profits into a foreign cryptocurrency vault and then into a new brokerage account. He used his real identity. He placed thirteen bets. Every single one was connected to an operation he personally participated in.
In my eleven years, I have processed disclosures from members of Congress who traded on:
Pending FDA approvals they learned about in committee.
Defense appropriations they voted on.
Trade policy they negotiated.
Pandemic response measures they drafted.
Interest rate decisions they were briefed on before the public.
None of them have been charged. None of them have been investigated by the Department of Justice. None of them have been referred to the SEC. The STOCK Act has produced zero prosecutions since it was signed on April 4th, 2012.
Fourteen years. Five hundred and thirty-five members. $635 million in trades last year alone. Zero cases.
My daughter asked me once what happens when someone breaks the rules. I told her we write it down. She asked what happens after that. I said it depends. She was nine. She is twenty now. It does not depend. Nothing happens after that.
The soldier made $409,881 and faces decades in prison. Nancy Pelosi entered Congress in 1987 with a portfolio worth approximately $785,000. It is now worth $133.7 million. That is a return of 16,930%. The Dow Jones returned 2,300% over the same period. Professional fund managers who beat the market for three consecutive years are considered exceptional. She has beaten it for thirty-seven. If a hedge fund produced those returns, the SEC would subpoena the records on a Thursday. She produced them from a building with a chapel and a gift shop.
She announced her retirement last year. No investigation was opened. No disclosure was flagged. Her filings were on time. In my office, on time means compliant. Compliant means closed.
I want to tell you about the fine.
$200. That is the maximum penalty for violating the STOCK Act's disclosure requirements. $200 for a member of Congress whose portfolio gained $4.7 million in a single quarter. I calculated what $200 represents as a percentage of $4.7 million. It is 0.004%. I could not find a comparison that made it meaningful. It is less than the price of the parking pass in the Rayburn garage. It is less than lunch at the members' dining room if you order the crab cakes, which I am told are excellent though I eat at my desk.
Since 2012, thirty-one bills have been introduced to restrict congressional trading. I keep a list. The list is longer than the STOCK Act itself.
On March 5th, 2026, a representative from Michigan introduced the thirty-second. He called it the "No Getting Rich in Congress Act." The bill would prohibit the President, Vice President, members of Congress, and their spouses from trading individual stocks, cryptocurrency, futures, and commodities while in office.
The bill was referred to committee. The committee has not scheduled a hearing. The committee is chaired by a member whose spouse executed $2.1 million in trades last year.
The bill will be reviewed. In my office, reviewed means read. Read means acknowledged. Acknowledged means a status has been assigned. A status is the absence of an action that has been given a name so it looks like one.
The soldier used classified information to make $409,881 on a prediction market. He has been charged with five federal crimes. The Department of Justice announced the case on the same day I processed three disclosures from members who traded on committee knowledge worth a combined $3.8 million.
The difference between the soldier and the members is not what they did. It is the building they did it in. He did it from Fort Bragg. They did it from the Capitol. He used a prediction market. They used the New York Stock Exchange. He bet on a military operation. They bet on the legislation they write.
He did not write the law. They did. They wrote the STOCK Act. Then they funded its enforcement at zero dollars. Then they set its maximum penalty at $200. Then they gave my office the authority to waive it. Then they traded $635 million.
The soldier flew to Caracas. He breached a compound. He put his body between a mission and a bullet. The people who ordered the operation were in a building with a credenza and sparkling water. They did not go to Caracas. They went to their brokerage accounts. The soldier made $409,881 and is now in federal custody. The people who knew what he was going to do before he did it made more and filed less. His prosecution is not a failure of the system. It is the system. One conviction per decade, at the lowest level, so the briefing slides can say enforcement exists. The $409,881 is not the crime. It is the cost of making $635 million look supervised.
In my field, we call this self-regulation.
The soldier's Polymarket account has been frozen. His military career is over. He will spend years in federal prison. My office will process every congressional disclosure filed this year. Every trade logged. Every $200 fine calculated and waived. The system is immaculate.
Fourteen years. Zero prosecutions. $635 million a year. A 16,930% return.
I have not leaked a document. I have not filed a complaint. I have not deviated from the process one single time. The process was written by the people whose forms I process.
As long as the disclosures go up and the cases don't, my performance review says I am meeting expectations.
My lanyard still says ETHICS. In eleven years, nobody has asked me to define the word.
Josh retweeted
Our military installations have been turned into gun-free zones—leaving our service members vulnerable and exposed.
That ends today.
Josh retweeted
I convinced @CFOJosh (fractional CFO) to do a free fractional CFO analysis, the same deep-dive his retainer clients pay $7.5k a month for
Founders doing $5M+ this one is for you if you're on the fence about a fractional CFO, or wondering what in the world a fractional CFO can do for you
No gimmicks, completely free
How it works:
1️⃣ Fll out the form
2️⃣ Tell us your biggest finance headaches --> cash flow, margins, fundraising prep, whatever’s keeping you up
3️⃣ Josh audits your numbers (full P&L or a %‑only snapshot if you’d rather stay stealth)
4️⃣ You get a Loom walking through:
• where spend is off compared to peers
• cash‑flow or margin leaks bleeding profit
• a punch‑list of “fix‑these‑first” moves you can implement
That’s it!
$7,500 saved
(Company names and exact dollars stay private unless you give us the green light.)
Josh retweeted
Most businesses don’t fail because of bad products—they fail because they don’t manage their finances properly.
A fractional CFO = expert financial strategy without the full-time cost.
Josh retweeted
When business is slow:
Buckle down.
Enhance systems.
Revisit your business plan.
Analyze your finances.
Anticipate your busy season.
Improve your offering.
Develop your team.
Strategize your growth.
Build the foundation for the next wave.
Josh retweeted
“He will not let your foot slip— He who watches over you will not slumber.”
Psalm 121:3
He is sometimes called Jehovah Jireh which means "The God who provides".
Know that you have a creator who walks before you and blesses that path if you will let him.
In my life he has blessed my path immeasurably and continues to guide me into the future.
Walk with him today, and if that's a new idea for you... submit to him and ask him to guide your steps and choices.
Ask for his will to be done, not your own.
Father, may your will be done on earth as it is in heaven today, tomorrow, and everyday.
Amen
Josh retweeted
“So I commend the enjoyment of life, because there is nothing better for a person under the sun than to eat and drink and be glad. Then joy will accompany them in their toil all the days of the life God has given them under the sun.”
Ecclesiastes 8:15
King Solomon, known for his wisdom, had experienced all that life had to offer - wealth, success, pleasure.
Yet, he concludes that true joy is found not in these grand pursuits, but in the simple, everyday gifts that God has given us.
He invites us in this passage to find contentment and purpose in the present moment, to appreciate the beauty and blessings that are right in front of us.
Find joy in life’s little things and the present!
Josh retweeted
It is easy to forget...
A business is the sole identity of the business's owner.
Business owners are so emotionally invested in their company that they take every aspect of the selling process personally.
It's understandable, of course.
This business is your baby, something you've poured your heart and soul into building from the ground up.
But when it comes time to sell, that emotional attachment can be a real obstacle.
One client was selling her business for ~$1 million.
After diligence, the buyer revised the offer to about half that, she was so insulted she didn't even want to counter.
Her exact words? "F*CK YOU, go pound sand! Who does this @$$hole think he is..."
She was furious... irate!
I had to sit her down for a come-to-Jesus meeting.
This wasn't a personal slight against her.
The buyer obviously saw things in the data that made them discount their valuation.
It didn't mean they were lowballing HER as a person.
Could the buyer have handled themselves differently? Sure.
But they were looking at this logically and disregarding the emotion that comes with selling a business.
A stranger picking through your financials and questioning your choices?
That is hard to take without any emotion.
The key is to separate your identity and ego from your business.
So how do you navigate selling without getting emotional?
First, educate yourself on your company's true market worth well before putting it up for sale.
Pay attention to comps, revenue multiples, and intangible assets like IP and brand recognition that drive value.
In this case, it was the basics. She came to use with poor quality financials which we cleaned up for her.
After the clean-up, it was pretty apparent that her business wasn't that profitable or performing all that well for the size of it.
We advised that she wait a year now that she had clean financial data and a good understanding of actual performance, and use it to improve performance and EBITDA.
She was in a hurry though, was burned out, and wanted to be done with it which led to the outcome above.
The more you know, the better positioned you'll be to negotiate rationally.
Next, seek clarification from any weird questions or offers.
Why is the buyer discounting their valuation?
What are they seeing in the numbers that concern them?
Remember, they're not judging your worth as a human being, just making a numbers-to-numbers assessment of the business.
The more you can separate your ego from the negotiation, the smoother the selling process will go.
Find an advisor or broker who can provide that objective voice of reason. They will be able to keep talks on track if emotions start running high on either side.
This is something we do well at Kordis... DMs are open if you'd like help!
(P.S. she ended up taking the deal. In the end she was happy to walk with some money rather than just shutting it down)
Josh retweeted
What people think a CFO does:
- Oversee finance team
What a CFO actually is:
- Strategic planner
- Data analyst
- Economic model builder
- Metrics scrutinizer
- Business strategy adviser
Overseeing is just the tip of the iceberg.
Josh retweeted
Clients for our fractional CFO services:
- Companies in growth mode
- SMEs wanting financial finesse
- Startups needing direction
- Businesses seeking to maximize investment
Financial expertise isn't just for the big players.
Josh retweeted
CFOs are not just glorified number crunchers.
Our clients are surprised when I start asking about Marketing, HR, & Suppliers...
We are detail-oriented business strategists who have seen a thing or two in our time from past roles and current rolodex of clients.
Josh retweeted
As a fractional CFO, I help business owners understand:
- How past financials affect current AND future decisions
- How their goals influence financial strategy
- Which strategic levers generate growth and achieve their vision
All are crucial for achieving sustainable growth.
Josh retweeted
Finance should not be a startup’s primary focus early on.
If you have no revenue and no costs... there isn't anything to improve.
Planning, processes, and the right team come first.
Get those in place, and the role of a CFO becomes much more impactful.
Josh retweeted
It's your CFO's job to connect your financials to your goals.
If they're not doing that on a regular basis...
They're a glorified accountant at best and not adding any real strategic value.
Josh retweeted
What finance roles do you need to hire and when:
- Pre $1M: Use a bookkeeper for P&L tracking
- $1M - $3M: Employ a CPA for financial advice
- $3M+: Bring in a CFO for budgeting and strategic planning
Don't try and do these things yourself. You WILL get burned.
Josh retweeted
The best business decisions are financially informed.
• Up to $1M - Hire a bookkeeper
• $1M - $3M - Work w/ a CPA
• Over $3M - Bring in a CFO
Each role adds strategic financial value at different stages.
Smart owners plan for this progression.
Josh retweeted
The McKinsey study from the 1970s rings true today:
A 1% price increase typically leads to an 11% boost in profits.
Raising prices directly affects the bottom line... once you know your contribution margin.
Have you calculated this?
Josh retweeted
CFO:
❌ Glorified accountant
✅ A strategist who can connect the numbers to the owner's goals
Josh retweeted
I have not met a CFO or CPA who is NOT a freak in the sheets.
Spreadsheets.
Freak in the spreadsheets.





