
Founder
jmohler@jpmohler.com
Founder
jmohler@jpmohler.com
Working for three of the world’s largest financial institutions servicing thousands of clients, including many business owners, spanning 15+ years.
This experience was the perfect training ground for Sarah’s role as COO at JPM. She leverages her large company experience to shape the culture at JPM and how we serve clients.
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Chief Operating Officer / HR
claughlin@jpmohler.com
Chief Operating Officer / HR
smclaughlin@jpmohler.com
Working for three of the world’s largest financial institutions servicing thousands of clients, including many business owners, spanning 15+ years. This experience was the perfect training ground for Sarah’s role as COO at JPM. She leverages her large company experience to shape the culture at JPM and how we serve clients.
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Director of Marketing
kgriffen@jpmohler.com
Director of Marketing
kgriffen@jpmohler.com
From a professional sports team to a large software corporation to national broadcast television networks, Kaely learned the ropes of how big businesses go to market, how they evaluate data and pivot their strategies to grow their market share. She brings this large company skillset, including cutting-edge technology to JPM to help us expand our reach and the number of organizations we can help.
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Director of Business
mharper@jpmohler.com
Director of Business Development
mharper@jpmohler.com
Over Matt’s career, he has had the opportunity to work in for profit organizations and governmental agencies. His passion for helping schools, governments, and nonprofits, coupled with his entrepreneurial spirit, similar to our business clients, is why he excels in his role as JPM’s Director of Business Development.
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From a small town in West Central, Ohio to the biggest firms in the world, Justin has a passion to help small business owners and other organizations that are paying too much in tax.
It’s the proverbial “map dot”, “one horse town”, “one stoplight town”.
My parents were both blue collared workers that made a living working “the line” in the manufacturing industry. Even though my parents did not enjoy their work, they showed up every day and worked extremely hard. One of their biggest goals was for me to get a college degree so I didn’t have to do the same thing they did for a living. They taught me the value of hard work and the value looking to a brighter future.
To this day, I still bleed scarlet and gray.
During the summer before my senior year, I had a part time job with a telecommunications company in Dublin, Ohio. While, at this job, I had the opportunity to meet and work with the largest accounting firm in the world at that time (Arthur Andersen). They encouraged me to interview for a position they were posting.
Not only were the people and the culture amazing at Arthur Andersen, I was also lucky enough to work in a new and specialized area of taxation called state and local tax consulting (“SALT”). This group focused entirely on finding ways to reduce state and local taxes (income/franchise, sale/use, property, unclaimed funds, etc.) for world’s largest businesses. We helped implement strategies to restructure businesses into separate and distinct companies/segments to help minimize multistate tax liabilities. To pay for restructuring services, we would also review all the business’ prior year tax returns to find refunds for them.
Instead of the world’s largest businesses, I worked with very large, privately owned and/or closely held businesses. Because of the existing, trusted relationships these clients had with other Crowe Chizek professionals, I had instant credibility walking in the door. We had great success at Crowe and I was able to grow into a couple key firm wide leadership roles within the state and local tax consulting group.
Because of my desire to own a business, coupled with the success of growing the state and local tax consulting practice at Crowe Chizek, I was pushing hard to understand my path to partnership/ownership. But I wasn’t a patient, young man.
When I started this new endeavor, I had no clue what it meant to own a business. I realized that things were so different from the big firms I worked in, including the hours. During our tax season, I worked crazy hours, 12 to 16 hours a day, 7 days a week from mid-January through April 15th.
Five years later, I was questioning if I was a slave to my business.
After a couple months of “soul searching”, I realized I was working way to much, my business was a “tax compliance shop” and although I still did consulting work, it was not enough and I missed it. For these reasons, I decided to sell my interest in the business to my partner.
Looking for a great culture, challenging work, and the ability to truly impact the clients you serve? Join an organization committed to innovation, cutting-edge technology, and continuous improvement in processes keeping the day-to-day as efficient and simple as possible.