I step into owner-led companies that have outrun the owner's bandwidth. Maybe there's a new opportunity you can't step away to build, or a business that's stalled and needs fixing. I come in as a hands-on operator for a defined engagement, find what's actually missing, build or fix it, put it to work, measure what happens and hand it back running.
You've run out of hours before you ran out of ambition. Hiring a full-time executive is slow and a major commitment; traditional consulting often stops at recommendations. You need a senior operator who can help decide what matters, do the work, build the system and then step back without disappearing. Two situations, one practice:
A new market, product line, or venture is right in front of you, but you can't step out of the day-to-day to go build it. I shape the plan, stand up the systems, and execute it into something real, then hand it back running.
Drifting, between operators, or carrying a function that's broken or missing. I find the real constraint, fix it with big-company rigor, and put in the systems that keep it fixed long after the intensive work ends.
My approach was shaped at Thomson Reuters, where I rose from the front line to running sales units and business lines, diagnosing difficult problems and building new markets, products and businesses from the ground up. Both modes rely on the same discipline: trace the root cause, build the system, measure what matters and make it repeatable. Most owner-led companies never get access to it.
I find the problem or opportunity, determine what capability is missing, build it, put it to work and measure what happens.
A paid 30-day diagnostic: a full read of the opportunity or the problem, a working tool built where it earns its place, and a straight written assessment with a go/no-go. You know exactly what you're dealing with before committing to more.
I step in and execute, standing up the new opportunity or rebuilding the broken function, creating the reporting and operating tools the business is missing, putting them into use and measuring the result. Senior operator judgment plus the operating infrastructure that makes the result repeatable.
I document it, train your people to run it, and hand it back stronger. Some engagements end there; in others my role shifts to monitoring performance and making adjustments. Either way, you keep a direct line back for the next question, decision, or opportunity.
Fee-based, with no equity or profit share. Every engagement starts with the fixed-fee 30-day diagnostic. If you decide to go further, the build runs on a monthly retainer for an agreed scope and time period.
Frameworks are useful, but they are not enough. I build the working tools alongside them. In a healthcare venture evaluation, I built the first working revenue model with Claude in two to three days, revised it through more than a dozen versions as negotiations moved, and verified it against original sources. The owners then used the finished Excel workbook on their own.
The technology is secondary. The operating capability it gives the business is the product.
The same operating capability in very different situations: find what's missing, build it, put it to work, and measure what happens.
A new ultra-luxury beachfront villa in the Caribbean was priced on expectation and sitting largely empty. I built a property-level view of 119 competing villas, and we used it to reset pricing and expand distribution.
Read the case study →An evidence-based decision not to proceed.
Read the case study → Fix what's stuckThe first booked call came two days after launch.
Read the case study → Build what's nextApproximately $8 million in recurring revenue.
Read the case study → Fix what's stuckProfitable again in three months.
Read the case study →Either way, it's worth twenty minutes. No pitch, just a straight read on whether I can help and how.