What I build, and how I think about it
Six connected disciplines. Each page explains the business problem, how the system is designed, what good looks like and the mistakes that keep repeating.
Business operations: the layer that decides whether growth holds
What business operations actually covers, how an operating model is designed, the implementation sequence, and the mistakes that quietly cost the most.
Business automation: removing repetition without automating bad decisions
How to choose what to automate, design workflows that survive contact with reality, and avoid the failure modes that make automation more expensive than the manual work.
CRM architecture: making the system operate the process, not record it late
How to design CRM lifecycle stages, ownership rules, automation and reporting so the system drives the next action instead of storing history nobody trusts.
Marketing operations: turning demand into something sales can actually work
What marketing operations owns, how lead management and qualification are designed, honest attribution boundaries, and the handoffs that decide whether demand becomes revenue.
Customer success operations: making delivery repeatable after the sale
Onboarding design, service checkpoints, health signals, escalation paths and the operating cadence that keeps customer experience consistent as volume grows.
Digital growth: buying demand the business can actually absorb
Funnel architecture, paid acquisition, measurement and e-commerce growth — run as an operating problem with unit economics, not as a channel-performance exercise.