Product-market fit, ICP focus, every checklist from every VC playbook — done. And still, sales lands close but not on it, the roadmap keeps shifting, and one resignation could take half your institutional knowledge with it. That's not a people problem. It's a systems problem, and it's the one I fix.
See what's actually happeningThe product isn't quite sticky with the people it's supposed to be sticky with.
Sales keeps landing close to the mark, but not on it.
The roadmap changes every quarter — sometimes every month.
Your team spends more time pointing fingers than celebrating wins.
I talk to the people actually doing the work, separately, and ask why until the real pattern shows up. Then we name it, and build the version everyone can follow.
People don't stop being 3-year-olds who want the red cup — they just get better at hiding it.
My degree is in Child Development, and it turns out that's the best possible training for reading a company. I've built Support, Operations, and CX functions from zero at three different companies, each time inheriting chaos, confusion, or a dangerous gap in customer infrastructure. I've seen early-stage disorder from every angle — product, support, ops, leadership — and I come in as a systems alchemist: identifying the systems actually running your company, including the invisible ones, and asking why until the real pattern shows up.
Three ways in, depending on how deep you already know you need to go.
I talk to your product, engineering, sales, marketing, CS, and finance people — separately — to find where the story breaks down. You get a clear picture of what's actually happening underneath the org chart, and where the pressure points are.
Building on the Diagnostic: a full audit of your cross-team workflows, knowledge bases, and communication patterns. We map what's codified vs. what only lives in people's heads, and start building the version everyone can actually follow.
Regular check-ins to keep the alignment we've built from quietly drifting again. I track trends across what I'm hearing from your teams over time, flag new friction early, and keep your quarterly story tight.
Customer journey mapping is available as part of any tier, for teams who want that layer built out alongside the internal-systems work.
I'd love to help you get some peace back in your life. Tell me what's going on, and I'll follow up within a couple of days.