My Background

For 20+ years I've supported organizations streamlining operations — from lean 5-person teams, to firms with 1,200 users and multimillion-dollar ERP footprints.

Most of my career focused on architecting CRM, project management, and operational solutions in a SQL-based ERP platform (Deltek Vision).

More recently, I’ve expanded into SmartSuite and Airtable — modern cloud platforms — because of their flexibility, power, and accessibility that suits both leadership and end-users.

I’ve led projects with consulting fees north of half a million, and helped tiny teams streamline from the inside out.

Sizing the solution to fit how your team actually works is one of my sweet spots — and I can support you in the governance required for the changes to stick.

My Approach

(and what makes my work different...)

My value isn’t just technical expertise — it’s how I see systems.

I bridge the gap between leadership’s intentions and the way work actually happens on the ground.

That’s governance — the ‍decision clarity, ownership, and structures that support real adoption.

My systems brain shows up everywhere, not just in client work. I don't simply do this work — I was built for it.

Allow me to paint a picture:

I can be unpacking groceries and will automatically categorize items, spot what’s missing, confirm details, and hand off the final state in two minutes. “Here are the snacks, this is off-limits, they were out of your favorite thing so I got the next best instead.”

That's assessment, taxonomy, gaps, assumptions, clarifications, shared context, and closing the loop.

I do this automatically, without thought, and without creating friction — even when things are being moved under my feet or directions aren’t followed.

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Another example: I’m the friend people call when they need to clean out their closet. ‍Once a friend tried to pull a sweater out of the give-away pile while my back was turned. I knew it was gone without seeing it move. She was flabbergasted. We clarified decisions, verified location and state, re-established context, and it went back in the give-away pile. That’s governance through agreements. (It's been over 15 years and we still laugh about it, too.)

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My approach isn’t about control or removing agency — though it does require authority.

It’s pattern recognition and a keen sense of genuine ownership.

I see structure quickly, reduce friction quietly, and restore coherence before anyone else realizes something is off.

And I do it with kindness.

That instinct scales from butter on a counter, to old clothes, to complex, multi-team implementations.

So, when it comes to your systems and operations, I don’t start with tools, features, or “best practices."

The tech stack, features, and dashboards you want are as irrelevant as the butter and the sweater in the examples above — because they’re not what make your kitchen, closet, or organiztion run smoothly or handle change gracefully.

What actually drives success is the layer underneath all of that:

• The structure and decision-paths
  (you’ve been relying on these whether they're named or not)
• The pre-existing agreements
  ‍(both spoken and implicit, plus your assumptions around acuracy)
• The shared context and the gaps
  (that are too easy to dismiss, show up during stress, and derail things)
• The workarounds and biases towards status quo
  (how long have you been "building it why you fly it"?)
• The operational debt that's accumulated over time
  (the faster you've grown, the more likely you cannot see this)

So I start with:

• Who’s holding which decisions and why
  (and whether that matches their perceived and actual authority)
• How work moves across teams
  (or gets stuck because ownership of process or data isn’t clear)
• Where operational debt has accumulated
  (from past decisions, skipped steps, or growth that was never integrated)
• What your values look like when translated into workflow
  (and where those values get undermined because structure or clarity is missing)

From there, the architecture emerges naturally.
(And so do the SOPs your ICs actually use and appreciate.)

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Tools follow the logic — not the other way around.

This approach reduces risk, prevents rework, and makes adoption easier because the system reflects your real operational reality. Clarity before strategy. Strategy before building. People before process and tech.