Operating-model diagnostic
Map the current service journey, decision points and recurring sources of delay.

Operations Strategy Consultant
I help founder-led service businesses turn informal workflows into clear responsibilities, useful management routines and a delivery model the team can actually follow.
My consulting work starts where strategy meets the daily handoff. I speak with the people doing the work, map how decisions currently happen and make constraints visible. The goal is not to add a thick process manual. It is to help a leadership team agree on priorities, ownership and a manageable cadence for execution. Recommendations are tied to evidence gathered during the engagement.
Map the current service journey, decision points and recurring sources of delay.
Define handoffs, ownership, escalation paths and the minimum useful operating rhythm.
Help leaders test a small set of changes and refine them with real team feedback.
ContextA growing design firm relied on informal messages to move client work between teams.
ContributionMapped a sample enquiry-to-delivery journey and proposed a responsibility matrix with exception handling.
Diagnostic memo, handoff checklist and pilot review agenda.
ContextA fictional service business mixed updates, issue escalation and strategy into one meeting.
ContributionSeparated operating reviews from planning discussions and introduced a decision log.
Meeting architecture, decision template and leading-indicator definitions.
These examples show the intended content structure. They are original fictional studies—not verified clients, completed research, clinical outcomes, endorsements or product performance.
Interview owners, team leads and frontline contributors.
Map causes, constraints and competing explanations.
Prioritize interventions and agree on ownership.
Test changes with a review rhythm and clear measures.
Illustrative experience across professional-service delivery and cross-functional operations.
Use observation and stakeholder interviews before recommending a new workflow.
Results depend on baseline conditions, leadership support and execution.
Leaders who can provide access to workflows and involve the people implementing changes.
A presentation-only strategy with no sponsor, evidence access or implementation owner.
Implementation support can be scoped after the diagnostic; it is not assumed.
Agree an access protocol, anonymization rules and document handling before the work starts.
Define the business question, participants, data access and deliverables before a proposal.
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