Business operations leadership, on call.

You know the stack needs to change. The question is what to change first.

I map what you’re running now: every tool, what it costs, who inside the business is responsible for it, and the places two systems do the same job. You get a written recommendation at the end. What to keep, what to cut, what to replace, and the order to do it in. Most of what I find isn’t a software problem. It’s a process shaped by a tool that made sense when it was chosen, and doesn’t now.

You’re buying or building something significant and you need it to actually get used.

I run the whole arc: requirements, vendor vetting, reading the proposals with a trained eye, then the rollout itself and the part most projects skip, which is adoption. I’ve led custom software, CMS, and CRM implementations from first scope to live, so I know where they stall long before it shows. Your vendors keep building. I make sure they ship, and that your team is using it a quarter later.

Your systems don’t talk to each other, or two teams’ systems have to become one.

Making separate platforms run as a single operation, whether they piled up through growth or arrived with an acquisition, a new brand, or a merge of teams. The first call is always how deep to go: a clean embed when that’s all the workflow needs, a full custom API integration when it has to feel like one system. Getting that judgment wrong is expensive in both directions.

You need an operations lead below the C-suite, but can’t hire one right now.

I step in and own it: the systems, the implementations, the vendors, and every call that comes with them. Through a hiring freeze, a heavy stretch, or the run-up to hiring the permanent person. This is the one everything else tends to turn into, and most engagements don’t end where they started.