Show me one recurring workflow that shouldn't be this hard. I'll rebuild it.
As little as one week, starting at $5,000.
It's the process somebody apologizes for when they explain it. “Okay, so this part is kind of stupid...”
Customer onboarding depends on somebody remembering what happens next.
Four systems work, provided a person keeps carrying information between them.
The weekly report means opening six tabs and asking two people for numbers the company already has.
Good. Show me that.
Show me yours →Someone downloads the agreement, creates the project, copies customer information into the CRM, emails operations, makes a Drive folder, creates six tasks and reminds themselves to check on it Thursday.
← same information, over and over
The project exists. The right information is where it belongs. Operations knows what happened. Routine tasks are assigned.
A person handles the parts that actually need a person.
That's what I mean by fixing a workflow.
Show me yours →I notice how something behaves, figure out its rules, and build something people can actually use.
Composite demonstrations of how I make a messy business legible before deciding what should change.
Read them →Published builds connecting customers, jobs, projects, money, documents and the work between them.
Open them →I also design, code and ship browser games for very specific audiences. They're here because they're real things I've made—and because I'm proud of them.
Play it →I trace how the work really happens, keep the parts where people add judgment, knowledge, relationships, context or care, and rebuild the rest.
Depending on the problem: a working automation, connected forms and databases, a small internal interface, an AI-assisted document process, integrations between tools you already use, a reporting system, or a redesigned process with the software around it.
Every engagement ends with a working workflow, tested with your team, plus documentation for how it works.
The build week starts once I have the access, examples and people we agreed I need.
People know which customer needs a conversation, which exception matters, and when the technically correct answer will create a ridiculous outcome. Keep that human. Let the software carry more of the routine movement around it.
A workflow can earn its keep by giving people capacity back. It can also mean fewer dropped handoffs, faster customer response, fewer mistakes, shorter time from sale to work, better information when somebody has to decide, and fewer things depending on memory.
If the likely improvement does not justify a project starting at $5,000, you shouldn't hire me for it.
Enough customers, employees and software that “how we do this” has become its own problem. Often owner-led. Often somewhere around 10–50 people. The number isn't the point.
The signal is good people spending too much of their day compensating for the way the work is set up.
See what I've built →Tell me what happens. If I think I can materially improve it in a week, we'll talk. If I don't, I'll tell you that too.
Show me the workflow →As little as one week, starting at $5,000.