📈John Barnes

Pendleton Street Advisors is a financial advisory firm to business owners. Founded in 2013, the firm’s areas of expertise are valuation consulting, succession planning, personal financial planning, mergers and acquisitions advice, and investment management. We specialize in helping our clients work through make-or-break financial issues in their company that have spillover effects into their personal finances.

President & CEO

John Barnes

“I don’t want to feel dumb in front of my CPA.” 🤓 

A client told me this last month, and I wish more owners said it out loud.

Here’s a small secret from my world:

Most CPAs aren’t explaining things poorly on purpose.
They’re just not trained to translate.

To them:
Accrual adjustments
Revenue recognition timing
Depreciation schedules
Working capital swings
Inventory cost roll-forwards
…are second nature.

But to a business owner with 11,000,000 in revenue who’s busy actually running the business, those concepts feel like reading sheet music when you’ve only ever listened to the radio.

You’re not dumb.
You’re overloaded.

And when your CPA tries to explain why you “made money but don’t have money,” but can’t show you what to do about it… that’s where we step in.

Business owners don’t need a lecture.
They need a bridge to connect the two sides. 🌉 

Start here:
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#yourbizyourinvestment

photo cred: NY City History Museum

Helping business owners get more from their largest investment | CEO at Pendleton Street Business Advisors

Want to know the most expensive sentence ever uttered by the owner of a $10M home service business?

“The sales are there. I just don’t know where the money’s going.”
 
Last week I sat with a business owner in South Carolina who said the above sentence.

I’ve heard it… oh… about 4,000 times now.

So we dug in.

Here’s where it was going:
$380K sitting in AR over 60 days

Inventory that had quietly grown 22% in 9 months

Two “temporary” new hires who apparently weren’t temporary

A pricing change they made in January that looked good on paper but shaved 3% off contribution margin

Nothing earth-shattering.
Just normal business stuff that slowly squeezes cash out of the company.

Most owners think cash flow problems come from big dramatic events.
In reality, it’s death by a thousand everyday decisions.

If your cash is acting like it’s on a crash diet but your P&L says everything is great…you’re not crazy. But you may need some help, 

Start here:
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#yourbizyourinvestment

Also: drop it in the comments if you know what movie this pic is from. It might be one of my top 3 favorite movies of all time---plus Pacino is in the middle of a level 10 rant in the film, and it's a classic. LOL

photo cred: movie web

It’s that time of year when I feel my inner Clark Griswold start to well up.

And it’s not just about Thanksgiving and Christmas, and all the fun holiday stuff.

It’s the business planning I do for myself. 🤠 
It’s the sharing of the plans, and getting the feedback. 🧩 
It’s talking to my CPA about fine tuning estimated tax payments. 📈 
It’s thinking about smart acceleration of *some* expenses (after that CPA talk) 🥩 
It’s about talking to my banker about the LOC renewal/increase request 🤑 
(yep, every biz needs one, even mine!)
It’s about spending two days away by myself to think/pray/plan about the year ahead. 🌲 

These are all part of that cherry on top of the holiday season. 🦃 🍒 
I love it so much.

JOOOOOOYYYYY TOOOOOOO THEWORLD 
(too soon?? NAH!!)

If you’re coming into the end of the year, and you’re feeling like the lumps of coal are already piling up in your stocking because the (your?) numbers aren’t what you thought they’d be…help may be a teensy click away.
Start here:
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#yourbusinessyourinvestment

photo credit: Warner Brothers

How do you know you have business financial decision fatigue that’s got you on the fast track to burn out?

A few signs I see all the time:

🔥 You check the bank balance before approving a purchase.

🔥 You “hope” payroll timing works out.

🔥 You keep two sets of numbers in your head: the “real” ones and the “I think we’re okay” ones.

🔥 You avoid conversations with your controller because you know it’s going to be “a thing”.

🔥 You’re mentally running cash flow scenarios while trying to enjoy your daughter’s recital.

Most owners can handle long days, complex projects, growth pains…but carrying the whole financial picture yourself eventually wears you down.

You don’t need relief from the work.
You need relief from the weight.

And 9 times out of 10, that weight disappears when the financials finally make sense — and someone else is carrying the numbers with you.
Need some help with that load? 
Start here:
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https://lnkd.in/eS6pu-Ae
#yourbizyourinvestment

photo cred: taste of cinema

I write almost every day about things business owners are doing, should be doing, or are not doing financially.

There’s not a lot to be said that hasn’t already been said. 

And I hate to break to the newest 300-400 folks that have recently followed me, but…..

Most of the things that will help a business owner build a fortress-like balance sheet, or help them live to tell about your hyper-revenue growth, or get them to a point where they don’t feel like a wishbone being pulled in both directions by business expenses and personal needs…..

aren’t that exciting. 

They’re pretty ordinary. Boring even.

And that’s exactly what makes them such a challenge. 

I think human nature works against us, and makes us want those things to be revelations, or earth shattering discoveries. And in the 21st century, we expect those things to be served up in bite sized packages that are attractive, and ultra-convenient.

But the fact is, hidden knowledge, or just plain ignorance is a worthy adversary.

As a business owner myself, I’ve personally experienced a lot of these lessons myself. And if I’m honest, I had to learn more than I’d care to admit the hard way. 

Helping business owners overcome and thrive in the midst of those financial challenges is what gets me up in the morning. (well, that, and the coffee—I’m not a complete animal).

I love helping business owners un-snarl themselves financially—so that they can set direction and create motion in their businesses, and make them the most valuable investment they own. 

If that sounds like something you want for your investment in 2026---

Start here:
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#yourbizyourinvestment

photo cred: biography

I get asked all the time: 

“what’s the best financial thing I can do for my business?” 🤓 

Here’s my simple response:

“Don’t run out of cash.” 😵‍💫 

The response is simple, but it can be difficult to do.

But if you run out---that’s what going to send you back to corporate.

And the threat of “getting a job” for someone who owns their business---ought to scare the daylights out of you. 😱 

Don’t get too upset—work is honorable. Being employed is a good thing.
But a lot of business owners started/bought a business---to get out of the grind of being employed by someone else. 🤠 

I’m happily unemployable---so I have to keep owning my business. 🤣 

Happy Thanksgiving! 🦃

GG understands these things; so can you. 

Read my article, and you'll be grinning like you just stole something also. 😻

A practical guide for owners leading companies between $5M and $50M in revenue. Most business owners I talk to understand their company at a deeper le

Open article: The 7 Most Misunderstood Business Financial Terms — And What They Actually Mean for Your Business
 by 📈John Barnes • 4 min read

The 7 Most Misunderstood Business Financial Terms — And What They Actually Mean for Your Business

Every company has that one person everyone calls when something breaks.

In most businesses I work with, that’s the owner.

But, here’s the trap:
When you’re the chief problem-solver, it’s really hard to be the chief strategist.

Examples from the last few weeks:

A $12M contractor spending 8+ hours a week chasing receivables.

A $9M distributor approving every purchase order over $1,000(!)

A $22M manufacturer personally negotiating every equipment purchase(!)

A $7.5M service company owner manually reviewing the weekly time sheets “just to be safe”

Sheesh. 😵‍💫 

These aren’t “bad” habits.
They’re survival habits that have outlived their usefulness.

And they sneakily cost the business:
📉 lost margin
📉 slower decisions
📉 delayed reinvestment
📉 cash flow guessing
📉 and an owner who’s tired for the wrong reasons

When you stop solving every little thing, you finally have time to focus on the big stuff; the things that actually increase the business’s value. 📈 

If you’re looking to tackle some of the big stuff in 2026, and are looking for a guide who’s “been there, and done that---with business owners in 15 states (and counting!), 

Start here:
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#yourbizyourinvestment

"Hello, I'm Winston Wolf...I solve problems."  
One of THE great movie lines of all time, in a film that's full of 'em.

The HR Realist Idealist LLC

I partner with business leaders to create legacy-level cultures that are strategically aligned with their organizational mission and goals. I fully actualize your greatest asset, your people. Grow people = grow profits.

Founder and Owner

Chief

Chief is a private network that connects and supports the most powerful women executives
to strengthen their leadership, magnify their influence, and pave the way to bring others with them.

Member

Wharton Aresty Institute of Executive Education, Univ. of PA

I completed the Chief Human Resources Officer program at Wharton Aresty Institute of Executive Education at the University of Pennsylvania. It’s an immersive program that examines novel and emerging theories about the future of work and innovative approaches to HR systems creation and implementation, leading culture and organizational change, and solving challenges with innovative HR solutions.

I participated in studies and discussion on organizational design and development; people
strategy, managing the talent pipeline; employee performance management; diversity, equity, inclusion, and belonging; advancements in human resource information systems (HRIS); and data analytics in talent management.

The program also includes classes on evaluating leadership styles and the science behind culture and communication to shape a company’s strategic vision and bring that vision to fruition and measure progress. I’m excited to apply the tools I’ve learned to oversee leadership transitions, succession processes, and employee satisfaction and retention.

What I enjoyed most about the program is the exchange of ideas about the future of work with industry leaders from around the world. My Capstone Project is a culture integration initiative that creates a roadmap for how to successfully execute an M&A strategy that combines a broad range of geography, national identities, and experiences into an inclusive and successful work culture.

I’m using my knowledge to guide and direct people, programs, and processes to meet a corporation’s long-term and short-term goals and objectives.

Completed CHRO Program

Fivesky

Chief People and Culture Officer

MOL Chemical Tankers

In this role, I created a holistic people strategy and created an HR function from scratch for U.S. offices with ~65 employees and managed a $5.3 million annual operations budget for the U.S. division of a global shipping corporation that is headquartered in Singapore with offices in Tokyo, Dubai, Shanghai, Busan, London, Copenhagen, Rotterdam, Stamford, Houston, and Bogotá. 

I became certified in Master Person Analysis through Master Danmark to analyze candidate work methods and preferences when hiring in-house and used data from this system to create staff development plans and construct teams.

I was integrally involved with consolidating the U.S. offices into one unified team, and providing feedback, advice, and coaching to ensure employee success. I directed HR activities across the entire employee lifecycle, including recruiting top talent, conducting interviews, negotiating job offers, onboarding new hires, driving performance, managing the separation process, and facilitating exit interviews to glean insights to improve employee satisfaction and retention.

Key Contributions:
• Achieved 22% increase in employee engagement by creating an atmosphere where employees felt accepted and appreciated for the work they performed.
• Improved staff satisfaction with company culture. Greater employee engagement resulted in 19% increase in annual revenue. Median employee tenure was 8 years.
• Retained employee loyalty during periods of wage stagnation and competitive offers by implementing people-first policies. Developed creative solutions to employee problems including flexible exit solutions, work plans, loan repayment programs, phased retirements, and senior executives’ employment agreements. 
• Developed and managed U.S. a multimillion-dollar operating budget. Cut operating expenses 11% in one year. Oversaw accounting, credit card and expense reports, financial entries, and reporting.

Head of People and Business Operations, US

Navig8 Chemicals

In this position, I provided strategic direction of human resources and operations for U.S. office 
of global shipping company that operated 13 hubs across 4 continents for Navig8, which had 
~75 employees globally and $18.5 million in annual revenue in 2011.

Key Contributions: 
• Fostered a more positive office environment and implemented improvements in staff conflict resolution.
• Collaborated with key stakeholders on headcounts, annual salary reviews, bonuses, and employee development goals. 
• Established strong coordination with employees and senior management with a keen focus on engagement and maintaining a productive atmosphere through a period of economic volatility and change. 
• Managed successful assimilation of new staff after the company’s sale.
• Increased billing efficiency, which led to increased customer satisfaction.
• Streamlined commercial operations and devised a faster system for approving port costs.

HR & Operations Administrator

BoatTEST

As a project manager, I led activities related to finances and seamless operations of a company recognized as the premier website for the sale of boats, yachts, engines, and boating equipment. BoatTEST.com had $2.5 million in annual revenue and ~15 employees in 2009.

Key Contributions:
• Developed new operational culture for reorganization of financial processes. Increased 
billing and collection of revenue 12% during my tenure. 
• Led daily activities related to finances and logistical arrangements for clients.
• Cultivated and nurtured strong professional relationships to achieve optimal bottom-line 
results. Coordinated team that published a weekly newsletter to 200,000 recipients worldwide.

Project Manager

NexVue Information Systems

I worked as Office Manager for NexVue Information Systems, an Acumatica Cloud ERP partner based in Stamford, CT, that primarily serves customers in Northeast U.S. 

NexVue’s advanced solutions enable improved business agility, on-demand scalability, security 
and control, and maximizes the value of informational assets.

Key Contributions:
• Reduced the office budget while increasing operational efficiency.
• Took on marketing tasks after the company restructured the marketing department.
• Planned successful industry events that increased company software sales.

Office Manager

Johnson Controls

I served as a Data Specialist for Johnson Controls, a multinational conglomerate headquartered in Cork, Ireland, which produces fire, HVAC, and security equipment for buildings.

Key Contributions:
• Increased speed of data inputs by 6%.
• Handled public relations calls positively and efficiently to improve relationship between the 
airport and the citizens of the county.
• Participated in environmental studies that were part of published county data for decision 
making on airport construction.

Data Specialist

Human Resources Executive & Culture Architect / People Capital Champion / Organizational Development & Talent Engagement Expert / Leader & Steward Linking People to Strategy / CHIEF Member

Culture PAYS. It’s a profit center.

Because how people FEEL translates into how they PERFORM. 

I create deep, lasting change across teams and organizations by combining elements of human evolution, neuroscience, and psychology to positively impact people and how they feel.

I’ll help you elevate your culture by building the very foundational elements that hold it up.

My years of HR experience allow me to partner with business leaders to craft strategic talent strategies that are aligned with mission and goals. 

And of course we’ll collaborate to create holistic culture roadmaps that have transformative effect…

But I also tackle the 3rd rail that keeps most companies stuck in mediocrity… the people piece of the puzzle, the deeper human issues that make or break a culture:

The insecure leaders, the hidden agendas, the jealousy and gossip, the conflicts and broken trust, the corrosive worries about scarcity, the issues around self-worth, the unresolved old baggage, and oh-so-much more.

By addressing the root cause issues, I turn your organizational culture into an ideal environment for employees to thrive and profits to grow.

You don’t have to choose between terminations or allowing toxicity. You don’t have to spend your resources on fire fighting when you can invest in fire prevention instead. 

Choose a better option. Work with me!

When we help people see the roadblocks that hold them back they can’t unsee it. This means meaningful change with multiplicative positive impact for them, their colleagues, and for the business overall.

Win, win, WIN!

❓How much profit could you save by rehabilitating the less than desirable behaviors of your key talent? 

❓What could rockstar managers do to improve retention and reduce your recruiting and hiring costs?

❓How much productivity and innovation could be captured if you could turn your culture killers into your culture ambassadors? 

❓How many dollars would a 10-15% increase in employee engagement yield?

❓What would you gain if your people were more open to change, more willing to collaborate and share knowledge?

❓How many issues could you avoid by shifting your employees into a positive mindset?

❓What would improving the satisfaction and well-being of your workforce add to the bottom line? 

Great corporate culture isn’t a nice-to-have; it’s an essential competitive advantage. It’s your unique ecosystem that can’t be easily duplicated. And it all begins and ends with your human capital.

Ready to turn your culture into a profit center? 

Let’s connect.
charity@hrrealistidealist.com

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John Barnes

Charity Hughes, SHRM-SCP

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