Companies I Run and Own
Two companies. That’s the whole list, and I’d rather show you the receipts than the resume.
People ask some version of “what do you actually run?” often enough that this page exists to answer it once. If you searched for Bobby Huang companies and landed here, this is the accounting: what each business is, what my role in it is, and how the two feed each other. If you want the order things happened in and why, the longer story is on the about page.
Both of these are operating businesses. Clients who pay invoices, and books that get closed every month whether or not anyone feels like it. Neither one is a registered LLC I set up and walked away from.
This page covers what I own and run, which isn’t the whole working history. I was Head of Growth at vidIQ and Mable, Growth Lead at Archive, and Growth Product Marketing Manager at BlueStacks, and I advise a small number of other companies on growth. Those are on about and consulting.
They also get conflated constantly, usually by people who assume a software company and an accounting firm can’t belong to the same person without one of them being a hobby. Fair assumption. Wrong in this case, and the reason why is the last section on this page.
Growthy
What it is
Growthy is an AI bookkeeping platform. It’s built for the people who do the books: bookkeepers, accountants, and founders who never handed the ledger off to anybody.
It exists because I did that work by hand for years and got tired of the parts that never needed a human. Transactions that should categorize themselves. Month-end that turns into a two-week chase for documents somebody already has. None of that is hard thinking. It’s just volume, and volume is what software is for.
So the product came out of the problem instead of out of a market map. I wasn’t guessing at what a bookkeeper’s day looks like. I was living in it, and I still am.
That origin shows up in small decisions more than big ones. Where a screen puts the thing you actually need next. Whether the software argues with you when the bank feed disagrees with the client. Anyone who has spent a March in this work knows which details cost hours and which ones are cosmetic, and that knowledge is hard to acquire from the outside.
My role
Growthy founder and CEO. In practice that means I set the roadmap, I’m in the build, and I’m still reconciling real client books while the thing gets made. The last part is the one that matters. A bookkeeping product built by people who stopped doing bookkeeping drifts fast, and you can feel it in the software about six months later.
The job changes shape depending on the week. Some weeks it’s roadmap and hiring calls. Some weeks I’m in the detail of one workflow because it isn’t right yet and shipping it wrong would cost more than the delay. I’ve never found a way to run this from a distance and I’ve stopped trying to.
There’s a proof point I like better than any pitch deck slide: Growthy’s own books run on Growthy. When something in the close is annoying, I’m the one who’s annoyed by it, that week, in our own ledger. The bug report and the roadmap conversation are the same conversation.
SDO CPA LLC
What it is
SDO CPA LLC is a CPA firm in Texas. Tax and accounting work for business owners and the companies they run. The full picture of what the firm does lives on sdocpa.com, and I’d rather point you there than paraphrase it badly from a personal site.
What’s worth saying here is what a firm like this actually is from the inside. It’s a deadline business. The calendar doesn’t negotiate and the work arrives in waves, so a good year usually comes down to whether the operating system underneath it holds when three months of volume shows up in six weeks. Talent is rarely the variable.
My role
I’m a partner at SDO CPA LLC, with 18 years of hands-on bookkeeping and accounting behind me.
People shorten that to SDO CPA partner, which is accurate right up until the next assumption. So, plainly: I am not a licensed CPA. I don’t hold the credential and I don’t practice as one. The license sits with the firm’s credentialed side, where it belongs, and the tax work that requires it goes to the people who have it.
What I own is the operating side: how work moves through the firm, which steps got automated and which ones stayed manual on purpose, where the handoffs break when March arrives and the queue doubles. Systems, marketing, and sales sit with me too. I still take on bookkeeping, tax, and client work myself, which is how the operating decisions stay grounded in the work rather than in a report about the work.
The 18 years is the part that earns the seat. I came up through the books themselves, not through a management track, so when I make a call about how the firm should run, it’s usually a call I’ve had to live with personally at two in the morning during a close. That’s a narrower kind of expertise than a license. It’s also the one that makes the software worth building.
How they connect
On paper these look like separate things. A SaaS product and a professional services firm share no P&L and no business model. Underneath, they run on the same machine.
One system stack
The firm is where the problems get found. The product is where they get solved. A reconciliation queue that ate too many hours inside SDO is the reason the same queue works the way it does inside Growthy. The firm gives me a live testbed with real deadlines and real consequences, which is a very different signal than a customer interview.
It runs the other direction too. Systems I built for the product get pointed back at the firm: internal reporting, close checklists, the parts of the month-end cadence that used to live in somebody’s head.
A concrete version: when a step inside the firm starts costing real hours, my first move isn’t to add a person to it. I write down what the step actually is, strip out everything that turned out to be habit, and rebuild it as something repeatable. Half the time that ends up as tooling. The other half it stays human, but with the ambiguity taken out of it. The firm gets a faster process either way.
I invest as well. That’s a separate lane from these two, and the specifics stay off a public page.
None of this was a portfolio strategy I sat down and designed. The firm came out of the bookkeeping work, and the software came out of the firm. Each one handed me a problem the next one had to solve. Two companies is the honest count, and between them there’s plenty to keep me busy.
The through-line across all of it is that I build the system before I hire around the problem. Sometimes that’s software. Sometimes it’s a checklist and a recurring calendar block that nobody’s allowed to skip. Either way, the pattern is the same, and it’s most of what what I write about running them covers.
Work with me
If you’re trying to build this kind of operating system inside your own company, how I advise explains what that engagement looks like and who it’s a fit for.
Either way, follow me on LinkedIn. I answer messages there.