Who I work with. What we build. How decisions get made.

Privately held $5M to $50M operating companies. US and international.

The shorthand is scaling and stuck. Maybe you built the business. Maybe you bought it. Either way, the market knows you, revenue is up and to the right, and the operation is held together with duct tape, a couple of heroic people who know where every broken process is buried, and somebody's willingness to stay late.

Where I'm sharpest.

Home services, insurance, healthcare and pharmacy, manufacturing, professional services, consulting practices. Operations with high-volume, repetitive work that lives in inboxes, on production schedules, in CRMs, on spreadsheets. The kind of company that grows by hiring the next coordinator, dispatcher, admin, or analyst. That's where AI rewrites the math.

I'll work outside those verticals when the operational pattern lines up. The pattern matters more than the industry label. If your team is drowning in coordination work and the work is structured enough to write a recipe for, the Station Plan applies.

The Diagnostic. Then the Build.

I don't write 40-page proposals. I don't run committee theater. I don't sell you on a roadmap and disappear. There are two doors, and the first one is small on purpose.

Door 1: The Diagnostic.

Three to six weeks. We get on the same page about what to build, in what order, and why. You leave with a Station Plan for your business, a Four D's read on where you stand today, and a Prep List ranking the systems worth handing off first. Not a deck. A working roadmap.

The Diagnostic stands on its own. If you take the roadmap and run it yourself, the work was worth it. Most operators don't. They use it to decide whether to keep going.

Door 2: The Build.

Retainer. We implement the systems on the roadmap. I lead, my team does the production work, your team owns the recipes after we hand them off. Twelve months is typical for the first arc. The point is the systems run after I'm gone, not that you need me forever.

The point is the systems run after I'm gone, not that you need me forever.

How decisions get made.

Between you and me. Sometimes you and your ops lead. Never a committee. If your shop runs on consensus across six stakeholders before anything ships, I'm probably not the right partner. The buyers I do my best work with decide quickly when the thinking is sound.

I run an AI company. I'm not researching it from a podium.

Most of what's loud about AI right now is being said by people who've never put a working system into a real operating company. HVAC dispatch, insurance agencies, manufacturing floors, pharmacies. I have. Local Nerds is doing implementations every week. The frameworks you'll see on this site were not invented at a conference. They were drawn on butcher paper at a kitchen table the eighth time I solved the same problem for a different operator.

One of those builds, documented: the Fort Collins Insurance case study →

What I won't do.

I won't sell you a tool. I won't promise you can fire half your team. I won't tell you AI is going to "transform" anything, because the word is meaningless. I won't hand you a slide deck and disappear. I won't pretend the technology is more mature than it is, and I won't pretend it's less mature than it is either.

What I will do.

Tell you the truth about what AI can and can't do for your business this year. Draw the system that fits how you actually run, not how a software vendor wants you to run. Build it with you. Hand it back so your team owns it. Stay close enough to tune it as the technology shifts, because it will.

If this sounds like the shape of what you need.

The Diagnostic is the right next step. Send a note. Three fields, takes a minute. Tell me what's keeping you up at night. I read every one. You'll hear back inside 48 hours. If we're a fit, we'll book a call from there.