Business Process Consultant for Growing Companies

You walk me through what is broken, where the team is getting stuck, and what feels harder than it should. I ask questions, help identify the real bottleneck, and aim to give you practical next steps on that first call whether we work together or not.

About 20% of the time, there is a fit, and I will let you know. If you agree, we'll quickly outline what we hope to accomplish in the first 2 weeks to 3 months. From there, we can discuss my month-to-month pricing and begin diagnosing, prioritizing, and implementing the highest-impact changes.

About 80% of the time, potential clients don't actually need my help, they just need to make one simple change. I'll tell you what change to make and send you off to go make it. If, after making that change, you still think you need my help, we can always hop on another call.

Often very quickly. Usually, within the first call. In most cases, I am able to onboard fast, identify meaningful opportunities early, and begin implementing changes within the first 2 weeks.

Currently, I onboard one client per month. If there is a fit, I try to get into the business fast so I can start learning the system, meeting the right people, and identifying the first areas to improve.

You do not need to be involved in every detail, but I do need enough access to understand the business, align on priorities, and get feedback as the work progresses. The goal is not to create more work for you. The goal is to make the right changes with the right level of visibility.

Ideally, I work with one person who sees the bigger picture, understands the company goals, and can help me set priorities (perhaps you?), and one person who is closer to the day-to-day work and can give direct feedback on what is not working.

Both. Part of the process is embedding into the team enough to understand how the work really happens. I work with leadership for priorities and with the people doing the day-to-day work so the changes are grounded in reality.

The best fit is when growth is exposing operational cracks: messy handoffs, fragile workflows, unclear reporting, too much manual work, broken systems, and teams spending too much time fighting the process instead of doing the work.

I start by working with what you have. There are often enormous improvements we can make with your existing tools. If I think a new tool will bring a worthwhile ROI, I'll let you know, we'll discuss it, and I'll present my plan to seamlessly transition over.

I would lose my mind from boredom if I only advised. I love rolling up my sleeves and getting my hands dirty. I implement the changes directly. I do not just identify what should happen. I help make it happen.

My processes are both internally and externally documented. Internal documentation means that all processes follow a standard format, nomenclature, and numbering system. From within the process, it's easy to see what comes next. External documentation means the process, systems, and decisions are written down clearly enough that the work can be maintained. Training means I work directly with the people who need to use the system so they understand it, trust it, and can run it well.

Yes. The way I work, the team are incentivized to learn the new system. I promise you, your team does not love the chaos anymore than you do. If my new processes work half as well as they have in the past, team training is one of my favorite parts of my job. It's where I get the best feedback on how my new systems are helping people! A better process is only useful if the people running it understand it and trust it.