A one-page charter
Why the project exists, what is in and out, who decides and what done looks like. See the guide.
Services
Project management consulting services, built around operations.
I plan, run and rescue projects for owners, startups and growing companies, and I set up the controls that let you decide with the right data at the right moment. Leads and sales included, as part of the operation.
The short version
A project is a promise with a deadline. Management is keeping the promise visible.
Most projects do not fail in the work. They fail in the gaps: an owner nobody named, a scope that grew one favor at a time, a status report that said green until it did not. Project management is the craft of closing those gaps, and a consultant earns their fee when the project matters and you do not have a project manager yet.
My starting point is operations. I treat getting leads, delivering the work and closing sales as one connected operation, and every change to it as a project with one owner, one deadline and one number. That is Project Focus, the method behind everything on this page. I am not a marketing or sales guru: I make sure those two ends are connected to operations, automated where they repeat and measured, so the numbers are there when it is time to decide.
What the services cover
Five ways I work on a project.
Most engagements start in one of these and move into the next.
Launch
A project about to start and in need of a clear beginning: a business case, a charter, scope in and out, a schedule, a budget with contingency and the people who decide. How to write a charter.
Run
A project underway that needs rhythm: a weekly meeting, a one-page status report, a risk and decision log and someone who follows up. The one-page status report.
Rescue
A project that is late, over budget or out of patience: an honest reset of the plan, the scope and the conversation with the people paying for it. Saying no to scope creep.
Control
A scoreboard of three honest numbers and a weekly page that tells the truth, so decisions are made at the right moment with the right data. Dashboards without vanity metrics.
Build the system
A team that keeps starting projects and finishing some of them: templates, a simple way of working and automation where it pays back. The free toolkit.
What you get
Six things that stay when I leave.
Simple documents, used every week, that your team can keep running without me.
A plan and a baseline
Scope, schedule and cost agreed with whoever signs, so change is visible when it happens. See the guide.
A weekly page
One page, the same day every week: progress, next steps, risks and the decisions waiting. See the guide.
A risk and decision log
What could go wrong, who owns it and what was decided, so nothing lives only in someone's head. See the guide.
Clear roles
Who does, who decides and who needs to know, written down once. See the guide.
Lessons learned
Five questions at the end, so the next project starts smarter. See the guide.
Projects I run for businesses
Four typical starting points.
A lead follow-up that never forgets
Every new lead gets a fast first reply and a follow-up on schedule, without depending on anyone's memory. AI for sales follow-up.
A process that runs itself
The repeating steps of a process mapped, automated and measured, with a person still in charge of the exceptions. Twelve automation examples.
A bottleneck fixed
Find the one step that limits everything else and fix it before demand does it for you. Capacity planning.
An opening or a second location
A new clinic, restaurant or office run as a project, from lease to opening day. How a clinic opens on time.
Not sure which one is yours? The two-minute diagnostic shows where leads, operations or sales leak first.
Ways to work together
Three formats, no 80-slide deck.
A first conversation
Where the project stands, what is stuck and what is at stake. We both learn whether working together makes sense.
A bounded project
One launch, one rescue or one system, with a start, an end and a plan to hand it over.
A steady weekly rhythm
Thirty minutes, a one-page report and a log of risks and decisions, for as long as it earns its place.
I explain the options and the numbers before anything starts. Sometimes the best first step is free, such as a Small Business Development Center adviser. If that is you, I will say so. Based in Salt Lake City? See project management consulting in Salt Lake City.
How it works
Four steps.
- 01
A first conversation
Where the project stands, what is at stake and what is stuck.
- 02
A scope and a baseline
A one-page charter, a schedule and a budget with contingency, agreed with whoever signs.
- 03
The weekly rhythm
A short meeting, a one-page report and a log of risks and decisions. The same hour every week.
- 04
Handover and review
Lessons learned, the templates you keep and a plan for the next project. The goal is that you need me less each month.
Why me
Roads, megaprojects, clinics and a lot of spreadsheets.
14+ years
In project and operations management, in construction, education, healthcare, technology and hospitality.
$115M, $40M and $25M
Contract manager on three large programs with more than 1,800 people.
Four clinics
Delivered on time and within budget in the United States.
Civil engineer
I read drawings, schedules and contracts, which is why owners trust me when a project gets technical.
The full story is on the About page and the services overview. For the method, read Project Focus on one page.
Questions
Straight answers.
Five things: launching a project with a charter, scope, schedule and budget; running it with a weekly rhythm and one honest page of reporting; rescuing one that is late or over budget; setting up the controls and scoreboard that show where it really stands; and leaving behind templates and automation your team keeps using.
No. I am an operations and project management specialist. I treat lead generation and sales as part of the operation: connected to a process, automated where they repeat and managed as projects with an owner and a number. If you need a campaign or a sales script, that is a different job and I will say so.
A full-time project manager makes sense when there is a steady stream of projects. A consultant is the better fit when the need is bounded, such as one launch, one rescue or one system, because you get experience at once, for the length of the project, and a plan to leave.
Yes. I am based in Salt Lake City, and most of the weekly rhythm works well on a video call and a shared page. Site visits are possible when they help. Tell me where the project is and I will tell you how we can work.
It starts with a conversation about where the project stands and what is stuck. The cost depends on the scope and the time, so I explain the options and the numbers before anything starts. If a free resource, such as a Small Business Development Center adviser or a template from the toolkit, is enough, I will tell you.
Next step
Tell me about the project on your desk.
I will tell you what I would do first, and whether I am the right person to help.