You’ve outgrown the way you run work.
I build the PMOs, structure, and delivery systems that let growing tech companies and consulting firms take on more work without the chaos and turnover that usually come with it.
Leading Lines in numbers
$100M+
in project and portfolio value
800+ projects
20+ programs, 40+ clients
2 PMOs
built & matured
Since 2008
managing people, projects, and strategy
Where this usually starts
Most companies feel this at the same point. They grew. The project count went from 15 to 45, and now the bigger picture is fragmented. Silos started forming unintentionally. And the systems that worked fine at 15 are now the thing slowing everybody down.
It tends to look like this:
- Nobody can answer “what are we working on right now” without 3 people opening 3 spreadsheets.
- The same 2 senior people are on every critical project, and both of them are tired.
- Status is green until the week it isn’t.
- Your PPM tool has turned into expensive shelfware, or it’s still configured for how you worked 2 years ago.
- Decisions that used to take 30 seconds now take 3 meetings.
- How well a project goes depends on who got assigned to it.
Every one of those is an execution problem. Execution problems are fixable, and they’re fixable faster than most leaders expect once somebody puts a structure around them.
What I do
5 ways to work together. Every engagement customized to what you actually need, and every one ends with your team running the thing without me.
AI guidance is part of every engagement. As I work through your delivery process, I’ll show you where AI can take real work off your team’s plate, like status reporting, documentation, and initial planning, and help you put it in place. Where it isn’t a fit yet, I’ll tell you that too.
Fractional PMO leadership
For companies with no PMO that need one, or an immature PMO that has to grow up quickly.
PMO design and standup, tool architecture, process framework design, delivery oversight, executive reporting, and guidance on who you actually need to hire.
Program director and interim delivery lead
For a critical initiative that’s slipping, a transformation that needs senior delivery leadership, or a PMO leader who needs backup on one specific program.
Program governance, stakeholder management, vendor coordination, risk management, executive communication, and coaching for your own project managers.
PPM tool analysis and migration
For companies whose project and portfolio tool stopped serving them, and for companies who aren’t sure whether it did.
It runs in 2 phases, and you can buy the first one on its own.
Phase 1: Current-state analysis. I evaluate the tool, the processes running through it, and how people actually use it rather than how it was designed to be used. Stakeholder interviews across every team that touches the platform. The answer at the end is either refine what you have or replace it.
Phase 2: Refine or replace
- If the answer is refine, the work is process and workflow first, configuration second, then documentation and training.
- If the answer is replace, it’s the full lifecycle: market analysis, a scored set of options you choose from, requirements across every stakeholder group, migration, training for your current staff, an onboarding path for new hires, and support through adoption.
PMO maturity assessment and roadmap
For companies with a PMO who don’t know whether it’s working, or who are deciding whether to put more money into it.
Assessment across specific maturity dimensions, stakeholder interviews, current-state documentation, a gap analysis, a prioritized roadmap, and an executive presentation.
Strategic advisory
For founders, operators, and senior project managers who need a second opinion on a specific situation.
Bring the decision you’re stuck on: a reorg, a hire, a tool, a program that won’t land. You leave with a recommendation and the reasoning behind it, in one session or a few. Because sometimes talking to someone who gets it is really all you need.
How I work
Every engagement starts with conversations. The documents come later.
Before I recommend anything, I want the real picture of your current state. Some of those questions cover what roles exist, who’s in them, who left and why, what you’re hiring for right now, what’s the ideal if big ideas are limitless, what’s the goal. Most of that comes out of 1:1s where people say things they’d never put in a survey. That only happens when they trust the conversation stays with me, so it does. And nothing anyone tells me in a 1:1 gets attributed back to them, no matter who asks.
Discovery
Conversations across every team that touches the work. I ask what runs well, what doesn’t, what’s already been tried, and whether it got fixed. Every working session has questions it needs to answer. If one ends without those answers, I set the follow-up and name who owns it before we leave the room.
Current state, written down
What’s actually happening, rather than what the process document says is happening. This is the part most assessments skip, and it’s the reason their recommendations don’t stick.
Design and build
Process before tooling, and repair before replacement. That holds whether the thing being built is a PMO function, a governance model, a delivery framework, or a reconfigured platform.
On a tool engagement it’s literal. I live inside your existing tool before recommending you replace it, and I’ll tell you when it can be saved. That costs me the bigger project on purpose, and it’s the fastest way for you to know my recommendations aren’t sales instruments.
On an assessment, this step is the roadmap itself: what to fix, in what order, and what it costs you to leave each one alone.
Handoff
Training for your current team, an onboarding path for your next hire, and 1:1 help for whoever is struggling with the change.
Adoption is the deliverable
A tool nobody uses and a process nobody follows are the two most common results of PMO work, and both are change management failures rather than design failures. Every engagement I run carries training, enablement, an onboarding path, and one-on-one support for the people the change actually lands on.
What done means
You run it without me. Adoption is measurable. And your team understands the reasoning well enough to change it when your business changes.
Who I work with
Companies
- Growth-stage tech companies
- Boutique consulting firms
- Companies in any other industry running into the same problem. The pattern doesn’t care what you sell.
People
- COOs, CIOs, CTOs, and founders who own the delivery problem and the budget that fixes it
- PMO directors and PMO leaders who have the function but not the capacity or the senior backup to mature it. That work is reinforcement, and the PMO stays yours
Let’s talk
30 minutes, no deck. Tell me what’s breaking. I’ll tell you whether I’m the right person to fix it, or who is.