Advice is cheap.
Implementation isn't.
I analyze how work actually moves through your operation, then design and build the AI and automation systems that change the number — embedded with your team until it runs without me. No deck. No pilot. A working operation.
Minimum engagement — $1,000,000
$55B+
Operating scale at McKesson, where I led enterprise product
3
AI ventures founded, built, and shipped solo
1
Principal on every engagement. Me. No leverage pyramid.
Two disciplines. One deliverable: a running system.
Operations Analysis
Where the money actually leaks
Most operations bleed in places no dashboard shows — handoffs, re-keying, approval loops, tribal-knowledge queues. I map how work really moves, not how the org chart says it does, and put a price on every leak.
AI & Automation Integration
Production systems, not pilots
Claude-powered pipelines, n8n orchestration, custom services — wired into the systems of record your teams already live in, and built to survive real volume, real users, real edge cases.
Implementation
I stay until it runs without me
The deliverable is never a recommendation. It's a running system, an operating cadence, and a team that owns it. I build alongside your people and hand over a machine — not a memo.
How an engagement runs
Diagnose
Full-depth operations analysis. I sit inside the workflows, pull the data, and put a dollar figure on every leak. You get the map either way.
Weeks 1–6Design
The target operating model and the AI and automation systems to power it — sequenced by payback, not by novelty.
Weeks 6–10Build
I build and ship the systems into production, integrated with the tools and systems of record your teams already live in.
Months 3–9Embed
Your team runs it. I instrument the operation, train the owners, and leave behind a machine that compounds after I'm gone.
Final months$1,000,000
That's the floor — and it's deliberate.
What it buys
A principal — me — inside your operation. Analysis, architecture, and implementation from one set of hands. No handoffs, no juniors, no billable-hour theater.
What it filters
Problems that aren't worth solving. If a seven-figure engagement can't return a multiple of itself in the first year, the problem was too small — for both of us.
Worth a conversation
- An operation at real scale where margin hides in manual work
- A process eating seven figures a year in hours, errors, or delay
- An executive sponsor with the authority to change how work happens
Not a fit
- A pilot, a proof-of-concept, or an innovation-theater deck
- A chatbot bolted onto a broken process
- A committee shopping for validation
Bring me a problem worth a million dollars.
Every inquiry is read and answered by me — not a funnel.