I work on how companies run.
I help teams plan their week instead of reacting to it.
I came to operations because good people kept struggling inside poorly designed systems.
When a company grows, the decisions that lived in one person’s head start to slow everyone else down. I write them down and build them into the tools people use.
I learn how the organization thinks before I design anything, and I aim for systems the team is relieved to use.
I’ve worked in hospitality, real estate, transportation, professional services, construction and smaller service businesses, and the bottlenecks tend to look alike.
Commitments
It has to be clear.
If someone needs a training session to use a screen, I redo the screen.
Adoption is the test.
The best workflow is the one still running six months later.
Results count.
I judge a project by the number it moved.
Today
Duplica
The firm I founded to do this work with clients.
Most of it happens in the unglamorous middle of a company, between what leadership decides and what the team does every day.
See Duplica→