Somewhere between a few million and a hundred million in revenue, the spreadsheets and the one person who knows everything stop being enough — but a software department still isn't the answer. That gap is where I work.
Read the list below the way you'd read a punch list. The lines that make you wince are the ones worth talking about.
Developers, general contractors, and specialty trades. The money leaks at the front of the job — in what you bid — and at the back, in what you never got paid for.
Businesses running crews, facilities, fleets, or capital equipment. Here the leak is coordination — scheduling, dispatch, maintenance, and the back office that keeps it all straight.
Regardless of what you build or operate, these four show up every single time.
Most owners hear "AI" and think layoffs. You've spent years building a crew and you know them by name — so let's be clear about what this is.
Everything above takes repetitive, low-judgment work away from people who are too valuable to be doing it, so the team you already have can handle more volume at better quality without you adding a seat. A person stays in the loop and approves anything that matters. Capacity, not headcount reduction.
You don't need to know anything about AI to know whether this applies. You just need to have said one of these out loud in the last month.
The role is usually 60–70% repetitive coordination. Worth checking before you commit to the payroll.
Quotes that never got a second call. Customers who quietly drifted. Almost always the fastest money in the building.
One person is the system. That's a key-person risk and a growth ceiling at the same time.
If you've just financed an expansion, bought a competitor, or taken on a job bigger than anything you've run before — that's when this matters most. Growth is exactly what breaks the manual systems that were working fine at the old volume. It's far easier to build the leverage in on the way up than to retrofit it after everyone is drowning.
Nobody should commit to anything based on a web page. The first two steps cost nothing and are useful even if we never work together.
Twenty or thirty minutes. You describe how a job moves through your business, from the first call to getting paid; I tell you honestly whether there's anything here worth pursuing. Sometimes the answer is no, and I'd rather say so.
If it looks promising, I'll come back with the two or three highest-value opportunities I can see in your operation, with a rough sense of the hours and dollars attached. Yours to keep either way — plenty of people have taken it and gone off to build it themselves.
When you want the full picture: a structured walkthrough of the operation and a prioritized roadmap tied to real numbers, so you're deciding with information instead of a hunch.
We build the highest-value item first and prove it on real volume before talking about what's next. No platform migration, no year-long program, no new software your crew has to learn from scratch.
I'm not a strategist who hands you a deck and leaves. I've spent fifteen years designing and shipping software products, and I build the systems I recommend. When you say yes, the person who scoped it is the person who builds it.
No pitch, no deck. Tell me how a job moves through your business and I'll tell you where the leverage is.
Let's Talk