The problem a company describes is almost never the problem it has.
You already know something is off. You've tried the new tool, the reorg, the hire, and the same numbers keep coming back, quarter after quarter. Misdiagnosed problems don't leave. They travel, and compound.
How the work runs
Weeks, not hours. Sitting inside the day-to-day: the reviews, the queues, the floor. Reading the deals that died. Watching where the handoffs drop and where the same decision gets made three different ways.
Once the real problem is on the table, I prescribe rather than propose: what to fix, in what order, and what it is worth to fix it.
A systematic full-cycle motion, and the data and tooling that turn decisions made from memory into decisions the whole team can see.
The measure of the work is whether the team keeps it after I am gone.
Founder-led companies hitting the ceiling. Scaling orgs whose operations have quietly become a mess. Enterprises held together by tech debt and duct tape. I like the mess.
Behind the client work sits a broader practice: a two-sided model pairing enterprises with the right technology, partners, and senior operators. The approach →