How I help
I help founders and operators regain control when growth, complexity, or fragmented systems start to erode execution. We turn "too many moving parts" into a coherent operating model: clear ownership, workable processes, reliable data flows, and technology decisions that hold up under pressure.
If you’re unsure where to start, begin with a conversation. If you prefer to orient yourself first, you can review the typical engagement formats below.
When my work is typically useful
Most organizations don’t need more tools. They need alignment between how work is supposed to happen and how it actually happens.
I’m usually called when:
- growth exposes cracks: lead times, rework, firefighting, and tribal knowledge becomes the operating system
- systems don’t talk: spreadsheets, manual reconciliation, duplicated data entry, inconsistent reporting
- priorities blur: teams execute tasks, but decisions don’t connect to outcomes
- leadership senses risk: delivery becomes unpredictable and accountability starts to drift
What I do
Operating model and process design
I help you make execution predictable by clarifying ownership, interfaces, decision points, and exceptions, without turning the company into bureaucracy. This is where the organization moves from “everyone is busy” to “we know how work flows, who owns it, and how it’s controlled.”
Process ownership and process literacy
Beyond mapping, I help the organization learn how to think in processes: end-to-end perspective, handoffs, control points, and continuous improvement. We establish internal process owners and practical documentation habits so processes stay alive and evolve with the business.
Technology and systems strategy
I translate operational reality into digital boundaries: what should be automated, what must be controlled, and what should remain simple. The focus is maintainability, data integrity, and integration sanity, not tool adoption for its own sake.
Legacy-to-modern transition planning
I’m particularly effective in environments where legacy software cannot be replaced overnight. I stabilize what exists, reduce manual workarounds, define clean interfaces and “source of truth” rules, and plan a gradual path toward a future system, often with increasing internal ownership over time.
Fractional CTO and internal team growth
When you need senior technical leadership without a full-time executive, I provide continuity: prioritization, architecture guidance, vendor coordination, and a delivery cadence that protects quality. A core objective is to grow internal capability, mentoring engineers and emerging managers, and helping shape an internal IT team if it doesn’t yet exist.
Outsource vs insource strategy
I help you decide what to outsource for speed and flexibility, and what to internalize for strategic control. The outcome is a deliberate ownership model for your stack, so you avoid accidental dependency while still moving fast where it’s safe to do so.
What you’ll have in your hands
The value is not the conversation; it’s what becomes operational. Depending on the engagement, you can expect outputs such as:
- a clear problem framing with root causes (not symptoms)
- a prioritized roadmap with decision points, dependencies, and sequencing
- process maps that include ownership, exceptions, and control points
- a target operating model: roles, responsibilities, interfaces, and governance
- a systems/integration blueprint: data flows, boundaries, and “source of truth” rules
- KPI definitions that match real operating constraints
- implementation support artifacts: backlog shaping, architecture notes, delivery rhythm, and decision logs
How I work
I work from reality, not frameworks.
I start by understanding constraints: people, time, data, systems, incentives. Then we define the smallest set of changes that materially improves predictability, before expanding scope.
You can expect:
- direct communication, minimal ceremony
- explicit trade-offs and decision clarity
- a bias for “make it workable” over “make it perfect”
- respect for existing teams and context: no consulting theatre
Ways we can work together
Below are typical formats. In practice, engagements often start with a short diagnostic and evolve into advisory or implementation support-based on what you discover.
| Engagement format | Best when you need | Typical duration | What changes |
|---|---|---|---|
| Diagnostic and direction sprint | clarity on what’s really happening and what to do first | 2–4 weeks | shared problem framing, immediate stabilizers, a pragmatic roadmap |
| Operating model and process redesign | execution is chaotic or scaling is creating constant friction | 6–12 weeks | clear ownership, dependable flows, fewer exceptions turning into crises |
| System strategy and integration blueprint | systems are fragmented and data cannot be trusted end-to-end | 4–10 weeks | architecture boundaries, integration plan, “source of truth” rules |
| Fractional CTO / senior advisory | continuity of decisions, prioritization, and technical leadership | ongoing | fewer expensive detours, better sequencing, stronger delivery cadence |
| Transformation program support | change must land across teams and stick beyond the initial push | 3–6+ months | governance, adoption, operational rhythm that survives pressure |
If you’re unsure which format fits, start with a conversation. If there’s a clear match, I’ll propose a next step that is explicit in scope, outputs, and timing.
Who I work best with
I work best with leaders who value clarity over theatrics and are willing to face constraints honestly.
Typical environments include:
- founder-led companies scaling operations
- SMEs with growing complexity and legacy processes
- teams with strong people but overloaded execution
- organizations where “systems” exist, but reliability and ownership do not
When I’m probably not the right fit?
If you want a vendor to implement a preselected tool without questioning assumptions, or if the priority is a slide deck rather than operational change, you will likely be better served elsewhere.
Frequently asked questions
A note on experience
With over 25 years of hands-on experience, I’ve worked across multiple industries and organizational stages - from early startups to complex operational environments.
This experience allows me to recognize patterns, anticipate risks, and adapt approaches quickly - while always respecting the uniqueness of each business.
Let’s talk
If complexity is starting to cost you speed, quality, or control, let’s talk. The goal of the first call is simple: understand the situation and decide whether a structured next step makes sense.
No pressure. No obligation. Just clarity.