On the surface, you see operational problems that keep coming back, no matter how many times you fix them. Underneath, there is a structure that is no longer coherent: choices made for an earlier stage of the company, never updated as it grew. I work with founders to find which choices have stopped fitting, and make the operating structure match the company you've built.
Tell me what's going on →When the same operational problem keeps returning, the instinct is to look at the most recent version of it. That instinct is usually right for the immediate problem but not for the underlying cause. The cause often lies in the operating assumptions the company absorbed when it was small, many of which live in the heads of the earliest hires and were never written down. They feel like how things just work, not like choices someone made.
That's what makes the structural cause hard to find from the inside.
Founder-led companies between roughly twenty and one hundred people, past product-market fit, with a team large enough that the founder can no longer be in every conversation. Most founders see operating problems start to repeat. Most also defer addressing them, because structural work doesn't show up in this week's metrics and the calendar is always full of things that feel more urgent. The right moment to engage is when the same problem comes back too many times to look like a coincidence.
If you can name exactly what needs fixing, the right move is usually a permanent hire to run that function full-time. If you've already done that — added the senior hire, changed the process, reorganized — and similar kinds of problems keep returning, that's the work I do.
If the diagnosis points to work that should follow, it can take either or both of these shapes.
A short email is enough. Tell me what's been happening and what you've already tried. I read every message myself and reply within two business days.
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