The operating problems I help technology companies fix.

AI in customer delivery

Put AI into the service work people do every day.

What’s happening

Product, Services, Support, and Customer Success have separate AI ideas. Ownership is fuzzy, priorities keep moving, and the company can’t point to a customer result.

What I do

Pick the cases with a clear business result. Map the work, set the human decision points, name an owner, train the team, and track adoption plus customer impact.

What changes

A short list of funded AI cases with owners, dates, and measures the executive team can review.

Delivery operating model

Build one repeatable way to deliver customer value.

What’s happening

Implementation and Professional Services have outgrown their packaging, roles, and handoffs. Each team has added process, but the pieces don’t fit together.

What I do

Cut down the offer set, name owners, document the delivery path, reset KPIs, and connect Sales, Services, Customer Success, Support, Product, and Operations.

What changes

Delivery becomes easier to forecast. Executives can see risk sooner, and customers get a more consistent experience.

Partner delivery

Give partners a clear role in customer delivery.

What’s happening

Internal teams and partners chase the same work. Sales gets mixed messages, partners hold back capacity, and customers can’t tell who owns the result.

What I do

Set partner roles, rules of engagement, quality checks, escalation paths, and shared customer measures.

What changes

More delivery capacity, cleaner ownership, and fewer fights over who does what.