Why I’m obsessed with fixing business growth

For years, I had a sneaking suspicion that my work wasn’t really working. Sure, I could spin the numbers to make any project look like a win (who doesn’t love a good vanity metric?), but deep down, I knew the impact wasn’t sticking. It bugged me—a lot.

I didn’t want to just help companies look successful. I wanted to help them be successful—like, long-term, no-smoke-and-mirrors, actually-thriving kind of success. The problem? Every time I tried, something got in the way. And after asking roughly one million obnoxious questions, I realized the issue wasn’t my strategies—it was the companies themselves.

Here’s what I uncovered:
Nobody really knew what was going on. Jargon, buzzwords, and corporate-speak created a fog of confusion where no one wanted to admit they were lost.
Teams weren’t truly aligned. Assumptions ran wild, blind spots stayed blind, and big decisions got made in silos.
Employee buy-in was… meh. People were being excluded from key conversations and then expected to just get on board—which, shocker, led to skepticism and disengagement.

Once I saw the problem, I couldn’t unsee it. And being the brilliantly naive person I was back then, I thought: Hey, I bet I can fix this!

So I did what any stubborn problem-solver would do—I kept asking questions, learning from the smartest people I could find, and stress-testing ideas in the real world. Luckily, a few bold business owners let me experiment on them (ethically, of course).

That turned into a 15-year side gig to crack the code on real, sustainable business growth. And I finally did.

I figured out how to take six months of painful confusion and tedious meetings and distill it into about eight hours. My first step alone saves C-suite teams 27 to 46 hours (you’re welcome).

Amazon Web Services (yep, that AWS—the backbone of the internet) even sponsored a pilot to put my methodology to the test. The result? Companies documented 110-330% growth in 10 months or less. That’s when I realized something big: quantifying results is kind of important.

Since then, I’ve expanded my approach across different business functions, helping 100+ companies achieve results they didn’t think were possible.

And honestly? That’s my favorite part—seeing companies not just grow, but actually enjoy the process. Because success shouldn’t feel like a soul-sucking grind.

Now, I get to do this at scale—helping more leaders, more teams, and more businesses break through the barriers holding them back. And I couldn’t be more excited about it.

Want to see what’s possible for your business? I’d love a conversation. I imagine I’ll learn something from you and visa versa.