After 30+ years as CEO, COO, and system designer, navigating paradigm shifts from ERP integration to AI deployment, I help founders and small-medium businesses build strategies AND the systems to execute them.
Schedule a 20-30-minute introductory call
THE STRATEGY GAP
You've probably experienced this: → Strategy documents that gather dust → Technology investments that don't deliver → Change initiatives that stall midstream → Innovation that can't scale beyond demos
The problem isn't the strategy. It's the gap between strategy and execution.
Most consultants have never designed the systems, run the operations, or made it work in production where constraints are real.
I have. As CEO, COO, and system designer - simultaneously.
That's why my approach focuses on integrated strategy: not separate plans for technology, operations, and people, but one coherent approach that addresses all three.
HOW I'M DIFFERENT
I've been all three people in the room:
The Strategist (CEO): Decided what to build, where to take the company, managed boards, faced the meetings where you defend strategic bets.
The Operator (COO): Made those decisions work. Managed teams, integrated systems, dealt with constraints the strategy didn't anticipate. Lived with the consequences of strategic decisions, including my own.
The Builder (System Designer): Designed and built the technology that delivered on both promises. Solved problems that "couldn't be done." Made disparate systems work as one.
Most consultants have one perspective. I have all three.
When we build strategy together, we're simultaneously building: → The operational framework to execute it → The systems architecture to support it → The change management to adopt it
Strategy from someone who knows the difference between what looks good in PowerPoint and what works in production.
WHAT I HELP WITH
Technology Integration Strategy: Strategic planning for major technology deployments, AI, automation, and systems integration.
Not just selecting technology, but architecting how it integrates with your business, operations, and people.
Example: A business is planning AI deployment. Vendors promise impressive gains but can't explain how it integrates with existing systems.
We don't start with AI selection. We start with integration architecture: → How does AI fit into current workflows? → What data flows are required? → How do people interact with AI recommendations? → What's the training and change management required? → What are vendor dependencies and exit strategies?
You get: Integration architecture + operational framework + change management as one plan.
Organizational Transformation: Leading companies through significant change, technology adoption, process redesign, cultural shifts with strategy that accounts for operational reality.
Example: A company transitions to cloud-based operations. They've selected vendors and budgeted for technology, but haven't designed how work will actually change or how people will transition.
We design transformation as an integrated challenge: → Technical migration architecture → Process redesign that leverages new capabilities → Change management that builds adoption → Risk mitigation for operational continuity → Success metrics tied to business outcomes
You get: Transformation strategy + technical architecture + operational SOPs + change management, integrated, not sequential.
Systems Thinking for Complex Problems: Applying integration thinking to problems where technology, operations, people, and market forces interact in complex ways.
Example: A company faces persistent quality problems despite replacing managers, adding inspectors, and implementing new procedures.
We apply systems thinking: → What's the system producing these problems? → What are the relationships between different functions? → Where are the feedback loops creating unintended consequences? → Where's the real leverage point?
Often the problem isn't where you're looking. Fixing symptoms directly makes things worse. Addressing system dynamics solves the problem.
Strategic Due Diligence: Independent evaluation of technology investments or strategic initiatives before you commit.
From someone who can read technical documentation AND understand operational implications AND assess strategic risks.
Example: An executive team evaluates a major AI investment. The presentation was impressive. The projections compelling. But nobody has deep integration experience.
We conduct independent due diligence: → Technical assessment: Does it do what's promised? → Integration analysis: Can your infrastructure support it? → Operational evaluation: What changes are required? → Vendor assessment: What are the lock-in risks? → Risk analysis: What could go wrong?
Often we save clients from expensive mistakes by identifying what the vendor isn't telling them.
Business Model Innovation: Rethinking how your business operates, delivers value, and captures it.
Strategy that considers both market opportunity and operational feasibility.
Example: A company explores new business models enabled by AI or automation. The opportunity looks significant, but nobody has assessed whether they can execute it.
We evaluate innovation through an integrated lens: → Market analysis: Is the opportunity real? → Operational assessment: Can you deliver on it? → Systems architecture: What technology is required? → Capability gaps: What can you build vs. acquire? → Phased approach: How do you test before full commitment?
You get: Innovation strategy grounded in operational reality.
THE APPROACH
Strategic Assessment (2-4 weeks): Deep dive into your business, operations, technology, and market.
We start with understanding your actual situation: → What's working? What's not? → Where are you trying to go? → What's stopping you? → What constraints are you operating under?
This is genuine discovery of your real situation, not what you think you should present.
Identification of the real problem (often different from the stated problem), Strategic options and recommendations, Implementation roadmap.
Strategic Planning (6-10 weeks) Collaborative development of comprehensive strategy.
Integrated approach addressing: → Strategic direction → Operational framework → Technology architecture → Change management → Risk mitigation
Deliverables: → Strategic plan → Implementation roadmap → Operational frameworks → Success metrics
Implementation Oversight (ongoing): Advisory support as you execute strategy.
This includes: → Regular strategic reviews → Course correction when things drift → Independent assessment of progress → Bridge between strategy and execution → Advice on emerging challenges
This isn't day-to-day project management. It's strategic guidance and independent oversight.
WHO THIS IS FOR
You're a good fit if: → You're a founder or small-medium business facing complex strategic challenges → You're navigating significant technology deployment or organizational change → You need strategy that accounts for operational reality → You value experience over frameworks → You need someone who can integrate technology, operations, and business strategy
You're probably not a good fit if: → You need large teams or comprehensive project management → You want methodology and frameworks over practical experience → You're looking for implementation rather than strategic guidance → You prefer consultants who tell you what you want to hear
READY TO TALK?
If there is interest after a short introductory call, we'll schedule a 60-minute strategic consultation where we'll:
✓ Discuss your strategic challenge or opportunity. What are you trying to accomplish? What's the complexity you're navigating?
✓ Assess whether my approach fits your situation. Not every challenge requires my particular background. We'll be direct about fit.
✓ Outline what an engagement might look like. What would we focus on? How long would it take?
✓ Determine if we're a good fit to work together. Chemistry matters in consulting relationships. We'll both assess whether this makes sense.
No sales pitch. Just an honest conversation about whether this makes sense for your situation.
FREQUENTLY ASKED QUESTIONS
How do you differ from large consulting firms? Large firms bring frameworks, methodologies, and teams. I bring 30+ years of actually building systems, running operations, and making strategy work in production. I've been the CEO, COO, and system designer.
You get: Fewer PowerPoint slides. More operational insight. Strategy from lived experience, not frameworks.
Trade-off: I'm one person, not a team. But you get me, not junior consultants learning on your dime.
How do you differ from other independent consultants? Most independent consultants have one specialty: strategy, technical, or operational. I integrate all three because I've been all three simultaneously.
When we work on strategy, we're simultaneously thinking about operational framework and system architecture. One integrated approach.
Do you work with startups? Yes. I work with founders and small businesses facing complex challenges that require integrating strategy, operations, and technology.
My background is most relevant if you have: → Operations to maintain while transforming → Systems to integrate with or replace → Teams to lead through change → Complex implementation challenges
Can you help with non-technical strategic challenges? Yes. While I have deep technology integration experience, I work on all types of strategic challenges: → Organizational transformation → Business model innovation → Operational improvement → Market strategy → Leadership effectiveness
The common thread is complexity that requires integrating multiple perspectives: technical, operational, strategic.
Do you implement strategy yourself or just advise? I advise and provide oversight. I don't implement.
Implementation requires full-time internal resources. I can guide, assess, and course-correct, but I can't run your operations.
What I do: → Design strategy and operational frameworks → Provide oversight during implementation → Course-correct when things drift → Bridge gaps between strategy and operations
Think of me as a strategic advisor and independent oversight, not an implementer.
How long do engagements typically last? Strategic assessment: 4-6 weeks, Independent evaluation ending with recommendations.
Strategic planning: 8-12 weeks. Comprehensive strategy development ending with a complete plan and roadmap.
Implementation support: 6-12+ months, Ongoing advisory through execution of major change.
Most clients start with assessment or planning, then decide if ongoing support makes sense.
What if we're not ready to commit to full engagement? Start with a strategic assessment (4-6 weeks). This gives you: → Clear understanding of your situation → Assessment of challenges and opportunities → Initial strategic framework → Experience working together
After assessment, we both decide if continuing makes sense. No pressure. No obligation.
Can you work with our existing consultants or vendors? Yes. I often: → Provide independent oversight of vendor implementations → Bridge gaps between strategy consultants and operations teams → Translate technical recommendations for business leadership → Assess whether current vendors are serving you well.
I'm not territorial. If your existing relationships work, I'll work with them. If they're not working, I'll tell you honestly.
CLOSING
Strategy is easy. Execution is hard.
Most consultants give you strategy. I help you execute it because I've been the person who had to make the strategy actually work in production.
I've been the CEO making strategic bets. I've been the COO executing those bets. I've been the system designer building what was promised.
All three. Simultaneously.
That's why my consulting focuses on integrated strategy, not separate plans for technology, operations, and people, but one coherent approach that actually works when it meets operational reality.
If you're a founder or small to medium business facing complex strategic challenges and want guidance from someone who's navigated similar territory successfully, let's talk.
Schedule an introductory call:
Strategies That Survive Contact with Reality
Most consultants understand analysis and planning. Few have actually built the systems and ran the operations to make strategy work in production.
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