I spent thirteen years inside operations before starting this practice, most of it in turnaround markets and stalled teams across sales and hospitality. That work taught me where execution actually breaks down, and it's rarely where the org chart says it should.
When I take a seat with a client, I'm reading two things at once: what the people are doing and what the operation needs them to do. The gap between those is where most of the expensive mistakes live, and it's usually invisible until someone pulls the data and sits with it. A raise that should have been a schedule change. A motivation problem that was really a span-of-control problem. I'd rather find that before the budget moves than explain it after.
I work as a solo practice on purpose. The read stays consistent because it runs through me, from the first conversation to the handoff notes. If you're weighing a people decision and want the operations math sitting next to it, that's the work I do.
When I'm not in the work
- Chai before anything. My day doesn't really start until I've had my hot chai, ideally before I open a single spreadsheet.
- Live music person. I'm a total sucker for concerts and festivals, and I'll happily drive too far for a good show.
- Always something green. Off the clock you'll find me in the garden or way down a pink, green, cottagecore design rabbit hole.
- Horror and thrillers. Give me a book or movie that keeps me guessing and I'm a happy woman.
- Three cats, fully in charge. They run the house and double as my very judgmental coworkers while I'm heads-down in data.