A little about me.

I've spent more than ten years helping businesses figure out how they work.

Most of that was in customer success and operations. Building programs from scratch, designing the processes that let teams scale, and sitting alongside people while they tried to change something about how they ran. What I noticed is that the businesses struggling with operations were rarely disorganized or badly run. They were usually growing fast, with capable people making reasonable decisions one at a time, until the sum of those decisions stopped holding together.

Operational problems almost never look like operational problems. They look like a founder who can't take a week off. A handoff that keeps going wrong. A client experience that was great at ten clients and is uneven at forty. The system underneath was built for a smaller version of the business and nobody had time to rebuild it.

Nobody sets out to build a messy operation. It accumulates.

I'm wired for the build phase. The messy, figuring-it-out work is where I come alive. Once things settle into status quo, I start looking for the next problem to solve. Consulting turned out to be a perfect fit, because I get to do the part I'm best at, for the people who need it most, over and over again.