the work.
Four ways we typically work together. Every engagement is scoped to fit and if your situation doesn’t fit neatly into one of these, that’s fine too.
pmo
buildout.
01
"We just hit 20 people, and our operations are starting to break."
Growing companies often hit a wall around 20 people. Projects slip. Accountability gets fuzzy. Nobody can answer "what's the status on X" without three Slack threads. I come in, review how work actually moves through your organization, build the lightest-weight system that works for your size and stage, and either hire your first PM or train the one you have. Then I hand it off and step back.
Typically includes:
⟶  Operations and Delivery Audit
⟶  Tool Selection and Configuration
⟶  Project Tracking Framework
⟶  First PM Hire SupportÂ
⟶  Process and Governance Design
⟶  Full Documentation and Handoff
What you end up with
A PMO that runs without you managing it. Documented, staffed, and working before I leave.
02
sales-to-
delivery.
"Sales is closing faster than delivery can keep up."
The gap between "deal closed" and "project kicked off" is where most delivery problems start. Information gets lost, handoffs are manual, and there’s no clear view of what’s happening. By the time the delivery team knows what sales promised, things can already be off track. I map the actual process, find the gaps, and build the automation that makes a clean handoff the default, not the exception.
Typically includes:
⟶  Current state audit — close to kickoff, end-to-end
⟶  CRM↔PSA integration design and build
⟶  SOW and proposal workflow automation
⟶  Automated project creation on deal closeÂ
⟶  Pipeline and delivery visibility dashboards
⟶  Sales and delivery team training
Typically includes:
⟶  Current state audit — close to kickoff, end-to-end
⟶  CRM↔PSA integration design and build
⟶  SOW and proposal workflow automation
⟶  Automated project creation on deal closeÂ
⟶  Pipeline and delivery visibility dashboards
⟶  Sales and delivery team training
What you end up with
A deal closes. A project appears. No one had to do anything manually. That's the goal.
03
tool
stack.
"We bought three tools, and now we have four problems."
The problem usually isn't that you have the wrong tools. It's that you bought tools to solve specific problems, and now they don't talk to each other. I audit what you have, map out what's actually needed, make the call on what to keep and what to cut, implement and integrate, and train the team. You get a tool stack that really works, not just one that’s installed.
Typically includes:
⟶  Current tool audit and overlap analysis
⟶  Requirements gathering with the team
⟶  Vendor evaluation and recommendation
⟶  Implementation, configuration, and integrationÂ
⟶  Team training and adoption support
⟶  Vendor management throughout
What you end up with
Tools that talk to each other, a team that knows how to use them, and one fewer thing to blame when projects go sideways.
Could include:
⟶ Defined monthly hours — flexes as needed
⟶ Ongoing process improvement and implementation
⟶ Ad-hoc project and tool work
⟶ Meeting facilitation and ops reviewsÂ
⟶ Strategic ops input on decisions
⟶ Regular check-in cadence
04
fractional
retainer.
"We need an ops person. We just don’t need a whole one yet."
Not every operations problem needs to become a project. Sometimes the work is ongoing: fixing recurring friction, keeping improvements moving, and providing experienced operational input without adding a full-time hire.
Could include:
⟶  Defined monthly hours, flex as needed
⟶  Ongoing process improvement and implementation
⟶  Ad-hoc project and tool work
⟶  Meeting facilitation and ops reviewsÂ
⟶  Strategic ops input on decisions
⟶  Regular check-in cadence
Could include:
⟶  Defined monthly hours, scoped together, flex as needed
⟶  Ongoing process improvement and implementation
⟶  Ad-hoc project and tool work
⟶  Meeting facilitation and ops reviewsÂ
⟶  Strategic ops input on decisions
⟶  Regular check-in cadence
What you end up with
An operator in your corner without the full-time commitment. Month-to-month after an initial 3-month run.
Situations that often land here:
⟶ Standing up a new business line or service offering
⟶ Overdue tool migration with a hard deadline
⟶ Ad-hoc project and tool work
⟶ Delivery chaos that doesn't have a clear causeÂ
⟶ A mix of any of the above
Custom Scope
doesn't fit
a category?
That's fine. The most interesting problems don't.
Situations that often land here:
⟶  Standing up a new business line or service offering
⟶  Overdue tool migration with a hard deadline
⟶  Ad-hoc project and tool work
⟶  Delivery chaos that doesn't have a clear causeÂ
⟶  A mix of any of the above
Some situations don’t fit into a standard package. Maybe it’s a merger, a new business line, a tool migration that’s been delayed, or an operations problem that’s hard to define. We’ll start with a 30-minute conversation with no set agenda, just an honest look at what’s happening. I’ll follow up with a proposed scope and timeline, and together we’ll see if it’s a good fit.
Situations that often land here:
⟶  Standing up a new business line or service offering
⟶  Overdue tool migration with a hard deadline
⟶  Ad-hoc project and tool work
⟶  Delivery chaos that doesn't have a clear causeÂ
⟶  A mix of any of the above
THE PROCESS.
how every engagement starts
Step 01
the call.
30 minutes. No pitch, no deck. Just a real conversation about what's breaking and whether it sounds like something I can help with.
Step 02
the scope.
I come back with a proposed scope, timeline, and what we'd need to make it work. Usually within a week. You tell me what's needs to change.
the work.
Step 03
We start. Short cycles, regular check-ins, no surprises at month three. If something changes mid-engagement, we talk about it, we don't pretend it didn't happen.
Step 04
the handoff.
Everything is documented, working, and fully yours. I can step back into an advisory role, or we can plan the next steps. Either way, you won’t need me to keep things running.