Kaseton Farris

Founder and owner of a consulting and AI systems agency. I find what is costing a business time or money and build the custom system that fixes it, from marketing and CRM to e-commerce, custom software and AI automation. Finance major, student-athlete and Student Body President, and manager of a family investment portfolio of over $700,000.

I complete a Bachelor of Science in Finance at Southern Nazarene University in May 2027, and I am looking for work in investment analysis or corporate finance, where the job is reading a company honestly and saying where the money should go.

Bachelor of Science in Finance

• MajorFinance
• MinorNone
• GraduationExpected May 2027

• Student Body President, leading a team of nine across six councils in SALT, the student government.
• Student-athlete on the golf team, competing alongside a full course load and a working business.
• Coca-Cola First Generation College Student Scholarship recipient, and the first person in my family to go to college.

• Investments
• Business Policy, including a full company simulation
• Management Information Systems
• Business Communication
• Business Internship
• Principles of Marketing
• Computer Applications: Excel, Word and PowerPoint

I chose finance because it is the one subject that touches every decision a business makes. I grew up in western Oklahoma around people who worked hard for their money, and I wanted to understand where it actually goes and why some businesses last and others do not. Numbers were the part of business I kept wanting to sit with longer.

The program has made me defend my thinking rather than just have it. Investments changed how I read a company, because it is not enough to like a stock, you have to justify the price. Business Policy runs a whole company in a simulation where the bad quarters belong to you. Management Information Systems was the one I did not expect to care about, and it taught me how information moves through an organization and where it breaks. Business Communication is the quiet one, and probably the most useful, because a good recommendation nobody understands is worth nothing.

Between class and work I have now seen both sides of a ledger. I balanced a teller drawer to the cent at the end of every shift at a community bank, and I own the budget for student government. The degree gives me the framework and the jobs give me the judgment about when the framework is wrong.

After I graduate in May 2027 I want to work in finance, analyzing companies and advising on where money should go, in investment analysis or corporate finance. Longer term I want to be the person a business or a family trusts with a real decision about their money, which is what I already do for my family and for a firm I own.

Farris Capital Equity LLC

• Founded and own a consulting and AI systems agency. Diagnose the operational bottleneck in a client business, scope the fix, and build it.
• Built compliance and payments software now used by over 25 merchant storefronts, including the engine that keeps each store's card processing switched on.
• E-commerce stores running on that compliance software process seven figures monthly.
• Built and launched complete e-commerce operations for client brands: storefront, payment processing, email infrastructure with domain authentication, and shipment tracking automation.
• Own the firm's finance function: budgeting, bookkeeping, reconciliation, vendor terms and cash management.

• Skills builtClient discovery, systems design, project scoping, financial management, vendor negotiation
• Systems usedNext.js and TypeScript, WordPress and WooCommerce, Stripe, transactional email with domain authentication, Notion, bookkeeping and reconciliation

Family investment portfolio

• Manage over $700,000 in family assets, with full responsibility for allocation and reporting.
• Set position sizing and risk limits, rebalance the portfolio, and research individual holdings and funds before capital is committed.
• Report performance plainly to the people whose money it is, in the bad quarters as clearly as the good ones.

• Skills builtAsset allocation, position sizing and risk management, equity and fund research, performance reporting
• Systems usedBrokerage platforms, spreadsheet modeling and reporting

E-commerce brand

• Run an e-commerce brand end to end: supplier relationships, inventory, fulfillment, affiliate program and customer support.
• Negotiated and manage supplier and fulfillment contracts, including per-unit costing and reconciliation of vendor invoices against orders shipped.
• Automated customer support and post-purchase communication, cutting manual handling on every order.

• Skills builtSupplier negotiation, inventory planning, cost accounting, customer support operations
• Systems usedE-commerce storefront and checkout, order and fulfillment tracking, affiliate commission tracking, automated customer support

First National Bank & Trust of Elk City

• Balanced a cash drawer to the cent at the end of every shift across the summer, handling customer deposits, withdrawals and transfers at the counter of a live branch.
• Served walk-in customers directly, which meant answering account questions on the spot and getting the transaction right the first time, in front of the person whose money it was.
• Learned retail banking from the counter: account servicing, cash handling controls, and the compliance checks that sit behind an ordinary transaction.
• The first place I saw how a financial institution actually runs day to day, which is the same operational thinking I now bring to client systems.

• Skills builtCash handling accuracy, customer service, account servicing, regulatory compliance
• Systems usedBranch teller system, cash handling controls

SALT, Southern Nazarene University

• Lead a team of nine student leaders across six councils, on a weekly cadence: Lead Meetings on Monday and Senate on Tuesday.
• Own Budget and Money Matters, the allocation and reporting of student government funds across those six councils.
• Own attendance tracking for the full leadership team, which is the record the rest of the accountability runs on.

• Skills builtTeam leadership, budget ownership, meeting facilitation, record keeping, written and spoken communication
• Systems usedBudget tracking spreadsheets, attendance records

Management Information Systems (MGT 4113), team of three

Haul Patrol is a small robot that drives itself down a warehouse aisle and sets off a light and a siren when something is blocking the way. Nobody steers it and nobody triggers it.

The point of it was to catch a problem that normally goes unrecorded. A blocked aisle gets noticed by whoever walks past, moved, and forgotten, so it never reaches anyone who could tell you it happens every Tuesday afternoon near the loading door. The brief set the constraints: under $100, at least twelve inches tall, at least ten distinct parts, and no manual manipulation at any point.

• Owned the sensing, control and alarm subsystem, and wrote the code that runs it.
• Wired the ultrasonic sensor, the buzzer and the LED beacon to the Arduino, and set the detection threshold at 91 centimeters, three feet, which is the single number that decides what counts as a blocked aisle.
• Sourced and costed my $49 share of the $99 build, and logged parts, suppliers, cost, travel and time into the team's Excel parts database.
• Wrote Part I of the project report: purpose, parts breakdown, the split of the build into subsystems, and the measurable goals we agreed to be judged against.

• Skills usedEmbedded programming, electronics wiring, requirements setting, cost estimating, technical writing
• ToolsArduino Uno R3, HC-SR04 ultrasonic sensor, L298N motor driver, active buzzer and RGB LED modules, Microsoft Excel
• OutcomeA working detect-and-alarm loop on a $99 build against a $100 budget. The Part I design and sourcing report was graded 100 out of 100.
• What I learnedThe interesting part was not the wiring. That 91 centimeter threshold is a policy, not a piece of hardware. It is one number on one line, and moving it changes what the business has decided counts as a problem. Put a timestamp on each detection and the alarm stops being a noise in a warehouse and starts being a report somebody can act on.
• Work sampleFigure 1 above, the labeled design diagram.

Management Information Systems (MGT 4113), individual project

The assignment was to build a professional portfolio site. I built this one, and I built it as a real website rather than something assembled in a page builder, because it also has to stand up as the public site for the firm I own.

It exists to answer the three questions an employer or a client actually asks: what has he done, what can he do, and can he show me. Every claim on it is something I can defend in a room.

• Designed the whole thing and wrote every line of the code. No template and no page builder.
• Built it in Next.js and TypeScript, then deployed it to Vercel on its own domain.
• Made it work on a phone first, kept it readable with JavaScript switched off, and checked the text contrast against the accessibility standard instead of assuming it passed.
• Wrote the copy, decided what to leave off, and keep it current as the work changes.

• Skills usedFront-end development, information architecture, writing and editing, accessibility testing
• ToolsNext.js, TypeScript, React, Vercel, Git
• OutcomeLive at farrisequity.com, on its own domain. Mobile-friendly, keyboard accessible, and still readable with JavaScript switched off.
• What I learnedMost of building a site is deciding what does not go on it. The first draft had more on it and said less.
• Work sampleThis site. The page you are reading is the deliverable.

Business Policy (MGT 4123), five-person team

Capsim Global runs a manufacturing company across simulated years. Each round the team sets research and development, production, marketing and finance together, and then competes against every other team in the class on a balanced scorecard.

The purpose is that the whole company becomes your problem at once. A marketing decision has to be paid for out of the same balance sheet as a capacity decision, and the result comes back as a scorecard rather than an opinion.

• Contribute and save decisions every round across research and development, production, marketing and finance.
• Wrote the round analyses for production and for marketing: read the segment reports, worked out what had actually cost us, and turned that into the next round's numbers.
• Diagnosed a market share number that was not real. We held the highest share in the segment's largest market, but the round report showed our product had sold 1,111 units against a true potential of 599 because competitors had run out of stock. The share rested on their shortage rather than on our product, so it would not survive them fixing it.
• Found the real constraint the round after that. Our product's design score had fallen well behind the segment leader's, which meant the money belonged in repositioning the product rather than advertising one the market had already moved past.

• Skills usedFinancial analysis, competitive analysis, forecasting, production planning, group decision making
• ToolsCapsim Global simulation, balanced scorecard reporting, Microsoft Excel
• OutcomeIn an early round the team led the industry on contribution margin, 49.6 percent against a 37.5 percent average, and held the highest share in the segment's largest market. Global market share was second lowest in the industry over the same round.
• What I learnedA good quarter hides the thing that costs you the next one. In the same round we carried a contribution margin well above the industry average, we had close to two hundred units of finished product stranded in a region we had almost no distribution in. The scorecard was green and the inventory was dead.

• Social Life
• Sports and Recreation
• Community Relations
• Campus Ministries
• Student Belonging
• Senate

• Near term, out of school: financial analyst, investment analyst or corporate finance analyst. I want the job where my work gets marked.
• After that: a role with real budget ownership, responsible for the plan and not only for the model underneath it.
• Longer term: a CFO or executive seat, or my own firm grown to the size where those are the same job. What I am after is being accountable for the number, not only producing it.
• Alongside all of it: keep building and owning things. I do not intend to stop being an owner in order to be an employee.

• Financial analysis and valuation, including the unglamorous half: working capital, margin, and what a business actually converts to cash.
• Capital allocation and budgeting. Deciding what does not get funded is the harder side of that job and it is the side I find interesting.
• Operations, specifically the cost of work still being done by hand. It rarely shows up on a profit and loss statement, because it is somebody's salary rather than a line item.
• Payments and compliance infrastructure, which is where most of my own building has happened and where the rules are at least written down and testable.

• Finish the Bachelor of Science in Finance at Southern Nazarene University in May 2027.
• Take an analyst role where the analysis is reviewed, and get corrected early and often.
• Close the analytics gap to a working standard: SQL and Power BI used on real data, not a certificate.
• Keep Farris Capital Equity running alongside the job, or grow it until it is the job.
• Own income-producing property. Finance is the degree that gets me there.
• End up in a seat where the whole number is mine to answer for, as a CFO, as an owner, or both.

Student Body President

SALT is the student government at Southern Nazarene University. It runs student life on campus through six councils, with the four class presidents under it, and I lead it. It is the largest thing I am responsible for that is not my own.

• Leadership position: Student Body President. I lead the student leadership team and the four class presidents: freshman, sophomore, junior and senior.
• Own Budget and Money Matters, which is how student government money gets allocated across the six councils and how it is reported afterwards.
• Own attendance tracking for the leadership team. It is the least interesting thing I do and it is the record the rest of the accountability runs on.
• Run the weekly cadence: Lead Meetings on Monday, Senate on Tuesday.
• Everyone I lead is a volunteer. They show up because the work is clear and the meeting is worth their hour, which is the only real leverage the role has.

Student-athlete

I compete for the university golf team while carrying a full course load, the student government role and a business. Golf is a strange sport to be good at, because nobody else can lose it for you. It has shaped how I work more than I would like to admit.

• Membership: rostered member of the university golf team, currently competing.
• Practice and competition are fixed points in the week that do not move for anything else I am doing. Most of what I know about scheduling came from working around them.
• An athletic scholarship is one of the three that pay for my degree, alongside academic and leadership awards. Holding all three at once is part of why the schedule has to hold.

Founder and Owner

An Oklahoma limited liability company that I founded and own. It is a consulting and AI systems agency: we meet a business, find what is costing it time or money, and build a custom system to fix it. I list it here because it is an organization I am accountable for rather than one I joined.

• Leadership position: Founder and Owner. I take the client call, do the diagnosis, and build the system.
• Own the firm's finance function: budgeting, bookkeeping, reconciliation, vendor terms and cash management.
• The firm's public website is this one. It was built for a class and it is also the real company site, which is the standard I wanted it held to.

Worship team, and community outreach

Church involvement is an affiliation as well. The detail is in the volunteer section below rather than repeated here: I serve regularly on the worship team at Faith Church, and I took part in community outreach, service projects and work with kids through The Way Church.

No membership yet

I am not a member of a professional finance association and I am not going to list one I have not joined. The organizations that carry weight in this field are tied to a license, an employer, or a chapter you would need to be doing the job to take part in properly. I would rather join the right one once I am in the role than collect a membership for a page like this. When I take an analyst position, joining the association attached to it is on the list.

Elk City, Oklahoma

Honesty, follow-through, and the person in front of me

• Integrity in my own firm looks dull. When a client's problem is something they could fix themselves in an afternoon, I tell them, which is me talking myself out of the work.
• I own the student government budget. Somebody else's money gets reported the way it actually went, including the parts where I planned badly.

SALT, and the four class presidents

Worship team, outreach, and work with kids

Handling money that belongs to somebody else

I have not earned a professional certification, and I am not going to list one I have not finished. The exams worth sitting in finance are tied to a specific role or license, so I would rather take the right one once I know the job than collect credentials for a resume. What I can do is in the lists above, and every one of those is something I have actually built, managed or been paid to do.

Faith Church

• Serve regularly on the worship team, which means rehearsal during the week and playing at services on the weekend.
• It is a standing commitment rather than an occasional one, and it has to hold alongside class, athletics and student government.

The Way Church

• Took part in community outreach through the church: service projects, community cleanups, and working with kids.
• Plenty of it was unglamorous work like cleaning the building, which is most of what keeping a church running actually is.

Southern Nazarene University

Awarded to first-generation college students. I am the first in my family to go to college, and this scholarship is part of how I am paying for it.

SALT, Southern Nazarene University

I lead SALT, the student government, which means nine student leaders across six councils, the student government budget, and the attendance record the rest of the accountability runs on. It is the largest thing I am responsible for that is not my own.

Southern Nazarene University

My degree is paid for by scholarships awarded on academics, on golf, and on campus leadership. Holding all three at once is also why the schedule has to work.

Management Information Systems, Southern Nazarene University

The design and sourcing report for Haul Patrol, our team's autonomous aisle-patrol robot, earned full marks. I wrote the report and own the sensing, control and alarm subsystem it describes.