Three doors. One lens behind all of them.
The coaching is the main work. The AI consulting is where my builder side earns its keep. Systems thinking is what runs under both. Start wherever it hurts.
COACHING · THE 70%
Build a business that doesn't need you in the room.
You didn't start a company to become its busiest employee. But that's where most founders end up. You become the bottleneck you can't see, because you're the one holding everything together.
I coach you out of that. We look at your actual system, find where you're the single point of failure, and rebuild the loops so the business runs without you holding your breath. No framework bolted on top. Your system, retuned from inside.
I'm a fellow builder and a recovering perfectionist, a few steps further down the same road. I've been in the trap. I coach from inside it.
What we actually do
We start with where your energy goes. Most of it is going somewhere you wouldn't choose on purpose.
We map your system honestly. The work only you can do, the work you've trapped yourself into, and the difference between them.
We rebuild the loops, one at a time, so the business holds when you step back. Then we test it by having you step back.
Where are you burning energy out of habit instead of creating value on purpose?
AI CONSULTING · HUMAN-IN-THE-LOOP
AI, minus the hype, minus the BS.
Your average LLM is like a used car salesman who swallowed the Library of Congress. Confident, fluent, occasionally inventing three MIT studies that don't exist. Brilliant in the right seat. A liability in the wrong one.
I help you put it in the right seat.
I build with this stuff every week. Open-source tools, agent security frameworks, local models running on my own machine. My son is my human-in-the-loop. He spotted the dinosaur references in my code before I did. T-Rexes, it turns out, didn't write Python.
Where AI shines
Multiplying your ideas. Arguing the other side of your position. Drafting the grunt work so you can do the thinking.
Where it crumbles
High-stakes calls. Original judgment. Anything where the cost of a confident wrong answer is real. You wouldn't let an intern write your contracts after a weekend of Reddit and fan fiction. Same rule applies.
What you can hire me for
An AI fit map.
We walk through your operation and mark where AI genuinely pays for itself, where it would quietly cost you, and what to build first. You leave with a map, not a pitch.
Workflow design and build.
I design the automation around how your team actually works, and I build it. Research pipelines, document generation, quality gates. A human signs off at every decision that matters.
An AI risk review.
If you're already running AI in your business, I check what it can reach, where it can be manipulated, and what happens when it's confidently wrong. The scope is honest: a configuration and risk review. Certification audits and penetration tests come from partner firms if you need them. I build this tooling for my own systems; your setup gets the same paranoia.
A standing advisory line.
Someone who builds with these tools every week, reads past the press releases, and will tell you when the right answer is "don't."
Every AI engagement I run keeps a human in the loop by design, not as an afterthought. The tools change every quarter. The judgment stays yours.
What in your business would you trust to a confident stranger, and what would you never?
SYSTEMS THINKING · THE LENS
The part on fire is rarely the problem.
When something breaks in a business, everyone runs at the flames. The smart move is to ask who designed the system that keeps starting the fire.
I grew up translating chaos into calm. Loud house, absent father, a brother who needed all the attention, a grandmother who held it together. I became the quiet one who watched the whole room. That's where systems thinking starts for me. Not in a textbook. In survival.
Now I use it to find the one bottleneck that's throttling everything downstream of it. Fix that, and ten symptoms you were firefighting disappear at once.
The toolkit is real. Ashby's Law, when your business has less variety than the problem it's facing. Feedback loops, the ones nobody's watching until they bite. Anti-fragility, systems that get stronger under stress instead of cracking. And under all of it, Stafford Beer's question: could your company actually run itself?
What would change if someone looked at your whole system instead of the one part that's on fire?