Operations

I help operations at growing companies catch up to their growth — and then some.

Most of the time, that means walking into a system that was built for a smaller version of the company — and rebuilding it for the one that actually exists now. Manual processes, inherited spreadsheets, tribal knowledge that lives in someone’s head. I find where things are quietly breaking and fix them before they become expensive.

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The moment I’m drawn to

There’s a specific kind of company I find most interesting: post-traction, pre-scale. You have a real product, real customers, and real revenue. But the way you operate internally was designed for a version of you that no longer exists.

Things are getting done — but only because the right people are heroically compensating for bad systems.

That gap — between where your growth is and where your operations are — is where I do my best work.

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How I actually work

I’ve walked into more than one operation held together by the right people working too hard to compensate for bad systems. Revenue doubled. Headcount grew. The process didn’t.

I have a habit of finding those gaps — understanding how things actually work, finding what’s fragile, and building something better. Something that lasts through the next round of growth too. The tool matters, but so does the shared understanding that didn’t exist before — who knows what, what needs solving, and what can wait.

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Writing

First post coming soon. I write about operations, books, people management, and where AI is actually taking all of this.