What I Offer
Pick where it hurts. That's where we start.
Every company that needs outside operational help fits into one of four kinds of engagement, not because these are four arbitrary tiers, but because they map to how a real problem actually gets solved: find out what's wrong, treat what's specifically broken, take on the whole arc if the whole system needs rebuilding, or keep someone attached who already knows how it works. Here's what each one is for and why it exists as its own thing, instead of getting collapsed into a single generic offering. When you're ready for the specifics, each one is selectable below.
Selective about new engagements right now.
Diagnosis
Every engagement starts here, whether you buy it separately or not. Most operational problems get treated by fixing whatever's visible first: the symptom that's loudest, not the cause that's actually driving it. That approach produces a string of fixes that don't stick, because the same root cause keeps producing new symptoms. The Diagnosis exists to interrupt that pattern before any money gets spent building the wrong thing.
Treatment
Not every company needs the same fix, and most don't need all four at once. One company's real problem is a process that keeps breaking promises to clients. Another's is good people who were never actually given the authority to act. Treatment exists as four separate, specific offerings instead of one generic “operations overhaul” because bundling everything together for a problem that's actually contained in one place wastes time and money you don't need to spend.
Full Recovery
Some companies aren't dealing with one contained problem. They're dealing with an organization that never had the operational infrastructure to support what it's become, and the fix touches all five stages: what's actually broken, the processes that need building, the people who need real authority, the numbers that need to be trustworthy, and the framework for the growth that's coming next. The Full Recovery exists for that company, priced and sequenced as one continuous engagement instead of four separate purchases.
Operating Partner
A finished build is still just a snapshot. Companies keep changing after the engagement ends: new hires, new clients, new products, new pressure on whatever was just built. The Operating Partner exists for a company that wants someone who already knows the system attached on an ongoing basis, not someone who has to be re-onboarded from scratch every time something new comes up.
Select what applies
Any combination, before we ever talk price.
Diagnosis
Find out what's actually wrong before anything gets built.
Treatment
Pick one or more. Each treats a specific, named problem.
The Process Build
“Good work that still doesn't land on time, on budget, or in scope.”
2–8 weeks
Learn more →The Right Seat Audit
“Good people who still aren't producing the results you need.”
1–6 weeks
Learn more →Full Recovery
The complete arc, for a company ready for all of it.
The Full Recovery
“The whole arc, start to finish, for a company ready to change how it runs.”
4–8 months
Learn more →Operating Partner
Ongoing priority access, once the initial work is done.
The Operating Partner
“Ongoing access for a company that wants a strategist on call, not just a project finished.”
Ongoing
Learn more →