FOR ESTABLISHED BUSINESSES
When the business is not working as well as it could.
I help established businesses work out what matters, improve what is getting in the way, and move important work forward.
01.
BUSINESS CLARITY INTENSIVE
When you know something needs to change, but you’re not sure what the real problem is.
Find the issue worth solving, decide what matters most, and leave with a prioritized plan for what to do next.
02.
CUSTOMER JOURNEY & GROWTH
Growth, conversion or the customer experience is not working as well as it should.
Find where opportunities are being lost and what to improve first.
03.
FRACTIONAL PROGRAM LEADERSHIP
You know what needs to happen, but need experienced leadership to get it done.
Bring in senior leadership to organize the work and keep it moving.
NOT SURE WHERE TO START?
Not sure what’s wrong? → Start with Clarity | Know what needs improving? → Choose Customer Journey & Growth | Know what needs to happen? → Bring in Fractional Leadership
BUSINESS CLARITY INTENSIVE FOR ESTABLISHED BUSINESSES
You don’t need to know exactly what’s wrong.
You may simply know that growth has stalled, priorities are competing, a key initiative is stuck, or the business isn’t working as well as it should.
Part of my job is helping determine what’s actually worth solving.
BUSINESS CLARITY INTENSIVE
Find the real problem. Decide what matters. Know what to do next.
The Business Clarity Intensive is for established businesses that know something needs to change, but need a clear outside perspective before committing more time, money or energy.
You bring me the problem, goal or opportunity.
I spend time inside the business, talk with the people involved, review what already exists, and look at how the pieces actually fit together.
Then I step away, make sense of what I’ve learned, and come back with a clear diagnosis and prioritized action plan.
2 DAYS ONSITE
Inside the business, with the people who know it best
1 CLEAR DIAGNOSIS
What’s actually happening
1 PRIORITIZED PLAN
What to do next
This may be a good fit if...
01.
Growth has stalled and you’re not sure why.
02.
Customers are interested, but too many drop off along the way.
03.
The team is working hard, but progress still feels harder than it should.
04.
An important initiative has stalled or lost momentum.
05.
The business has outgrown the processes or systems that once worked.
06.
There are too many priorities, opportunities or competing opinions.
You don’t need to arrive with a perfectly defined problem.
Sometimes figuring out what’s actually worth solving is part of the work.
A solution-agnostic approach
The goal isn’t to sell you a solution. It’s to find the right one.
- I am not an agency coming in hoping the answer is marketing
- I am not a software consultant hoping the answer is new software.
- I am not a process consultant assuming everything needs an SOP.
What finding the real problem can look like
Businesses rarely arrive with neatly defined problems. More often, they arrive with a symptom, an idea for a solution, or something that simply isn’t working.
01/CONSTRUCTION BUSINESS
"We need more sales."
ORIGINAL ASK: Implement software + get more clients
A construction business originally brought me in to implement new project-management software, then asked me to help generate more clients.
But once I got inside the business, it became clear that neither was the right place to start.
That conclusion took more than a quick look. I had to understand how estimates were being built, how information moved from one stage of a job to the next, how decisions were made, where project information lived, who was responsible for what, and where things were falling through the cracks.
What I found was a business with very few consistent processes. Estimating and project information lived in large spreadsheets, responsibilities were often informal, and the owner had become the bottleneck for too many decisions, approvals and pieces of information. New tools were being added in the hope that software itself would create structure.
It wouldn’t.
Before adding more leads, more jobs or more technology, the business first needed a workable operating model.
That meant understanding how the business actually functioned day to day, identifying the steps that mattered, deciding where consistency was necessary and where flexibility was useful, clarifying ownership, and designing a process grounded in how the company really worked, while improving the way work moved through the business.
Only then would it make sense to configure software around that process.
At the same time, I looked at where future growth made the most sense. That included competitive and market research, changing demand, the company’s crew capacity, build times and margins, as well as opportunities created by Vermont’s push to increase housing supply.
Rather than simply pursuing more of the same work, I developed a strategy around panelized homes. They offered shorter build times and lower labor requirements, which made them particularly well suited to the company’s constraints, while also positioning the business around an area of increasing demand.
I also explored how Vermont’s housing goals could create opportunities beyond individual projects, including the potential to become a preferred builder and whether state workforce or business-development programs could help support expansion if the company added crew.
The goal wasn’t simply to find more work. It was to identify the kind of growth the business was actually positioned to handle and benefit from. Diving straight into “we need more sales” would not have solved the problem. It would have exposed it.
02/WELLNESS CLINIC
"We need to grow."
ORIGINAL ASK: HELP THE CLINIC GROW
A wellness clinic brought me in because it wanted to grow.
But before increasing marketing or trying to attract more patients, I needed to understand what the business was really offering, who it was best suited to help, how clearly that value was being communicated, and what happened once someone became interested.
The work started with an in-depth review of the brand and market. I looked at the competitive landscape, the clinic’s existing positioning, how its services were being described, who its strongest-fit patients were, and where there was a genuine opportunity to differentiate in a crowded wellness space.
That work surfaced an important issue: the clinic had valuable expertise and a strong approach, but the offer itself wasn’t packaged in a way that made the value easy for patients to understand.
So the next step was to rethink the service model.
Rather than continuing to sell primarily by the hour, I helped restructure the services into clearer, value-based programs built around patient needs and outcomes. That meant looking at what should be included, how the programs should be positioned, how they should be priced and explained, and how each one fit into the broader business model.
Then we mapped the patient journey from first contact through consultation, onboarding, treatment, communication and follow-up.
That required looking at the experience from both sides: what patients needed to know and feel at each stage, what the clinic team needed internally, where confusion or friction could occur, what should happen manually, and what could be supported or automated by technology.
Only once that journey was clear did it make sense to research and implement the supporting tools, create the patient materials needed at different stages, and establish KPIs so the clinic could track performance and identify where the experience could improve over time.
Once that foundation was in place, the clinic brought me back for a follow-on engagement to create and implement a marketing campaign designed around the clarified positioning, offers and patient journey.
The goal was growth. But growth depended on getting the positioning, offer, patient journey and supporting systems working together first. Driving more people into the business before that foundation was in place would have created more friction, not better results.
How it works.
01.
CLARIFY THE QUESTION
We start by understanding what you already know, what feels unclear, and what outcome would make the engagement worthwhile.
02.
PREPARE
I review the materials most relevant to the question and, where useful, experience part of the customer journey firsthand.
03.
TWO DAYS ONSITE
I spend two consecutive days inside the business, meeting with key people, reviewing systems and workflows, and observing how work actually happens.
04.
STEP BACK AND DIAGNOSE
I synthesize what I’ve learned, separate symptoms from root causes, identify friction, missed opportunities and competing priorities, and determine what matters most.
05.
CLARITY & ACTION PLAN
You receive a prioritized Clarity & Action Plan outlining what needs attention, what should happen next, and in what order, followed by a 90-minute findings session and one follow-up call within 30 days.
What you leave with
A clearer understanding of what’s really happening, and a practical, prioritized plan for what to do next
Not just what everyone assumes is happening, but what matters most and where to start.
A clearer understanding of what’s really happening
Not just what everyone assumes is happening, but the underlying issues driving it.
Confidence about what not to do
Because not every good idea deserves attention, investment or energy right now.
Clarity on where to invest next
So you know where additional time, money or resources are most likely to pay off.
A practical, prioritized plan
Clear next steps, in the right order, with a rationale for what comes first.
A way to measure progress
So you can tell whether the changes are actually working.
A shared understanding across the team
So the people involved are working from the same diagnosis, priorities and direction.
REAL LIFE EXAMPLES
What this looks like in practice
PROCESS
A fast-moving software company had multiple projects competing for the same engineering resources. I created a centralized resource tracker and approval process that
reduced scheduling risk and helped keep releases on track.
GROWTH
A business had been relying on scattered marketing activity without a clear strategy. I reviewed the offer, pricing, positioning, buyer priorities, channels and measures, then built a focused marketing plan around the opportunities most likely to drive growth.
RECOVERY
I was brought into a project with slipping milestones and growing delivery risk. I assessed what was getting in the way, introduced clearer processes and ownership, and helped bring the project back on course to meet its release date.
Ready to figure out what’s really going on?
You don’t need a perfectly defined brief. You just need a business problem, goal or opportunity that feels important enough to look at properly.
We’ll start with a short conversation to see whether the Business Clarity Intensive is the right fit for what’s going on.
Other ways I can help
When you already know what needs attention
Sometimes you don’t need a full diagnostic. You already know where the problem is, you just need the right help to improve it or get it moving.
Customer Journey & Growth
For businesses that know the customer experience, conversion path, offer, positioning or growth strategy needs work.
Improve the journey from first interest through conversion, delivery and retention.
Fractional Project & Program Leadership
For important initiatives that need senior structure, coordination and follow-through.
Bring in experienced leadership to organize the work, align the people involved, and move it through execution.