I'm an operator, not a theorist.
A decade inside high-growth startups and Fortune 500s, usually the person leaders called when things started breaking.
How I got here.
I started in project management and grew into operations. Along the way I learned to build what's called an operating model. It's basically a project plan, but for a business: how you get customers, what it takes to serve them, and the rhythm that keeps it all running.
I've done that at both ends of the scale. Employee number three, and employee number twenty thousand. A Fortune 500 shows you what excellence looks like when there's a whole department standing behind it. A startup teaches you how to get to the same place with almost none of that. Most owner-led businesses need a bit of both, and they usually only get offered one.
I love operations and making the thing work, mainly because I hate waste. And after a decade of it the same pattern kept turning up. Founders making every call themselves because nobody else had the context. Teams working hard on different things. Revenue nobody could predict, because nobody understood how the business actually created value. And the owner carrying the whole thing on their shoulders.
Every one of those companies thought it had a revenue problem. Almost every one had an operating problem wearing a revenue costume. That's what Growth Map is for.
Outside of it, I'm outnumbered by three kids under four, which is its own kind of operations problem and the one I'm worst at. Otherwise I'm cooking something new, or three hours into a U2 rabbit hole nobody asked me to go down.
