Your business grew. The way it runs didn’t.
Service design for brand teams, agencies and growing businesses. I map what’s in the way, build the change with your team, and stay until it sticks.
What got you off the ground won’t keep you in the air
It starts as a good problem. More customers, more projects, more people asking for things. The setup that got you off the ground still mostly flies. Requests come in from everywhere. Decisions wait on whoever always made them. Handoffs live in people’s heads. Customers feel it before anyone names it.
So the load lands on your most capable people. Sometimes that’s you. They catch what falls through, answer what’s unclear, and stay late to keep it in the air. Then it gets patched. Another hire, another tool, another meeting. Same airplane, more weight, more people throwing it harder.
That isn’t a people problem. It’s a design problem, and it doesn’t fix itself before it burns. Redesign it, and it lifts the team, the business and your customers.
Three services, scoped to what you need
SERVICE MAPPING
A short diagnostic sprint. We map the challenge end to end, from what customers experience to what happens behind the scenes, and name what’s most in the way.
SERVICE DESIGN
An in-depth, collaborative build. Together we design and build what needs to change, and train your team to run it.
Ongoing Support
I join your team in a leading role and get it running, until you make a full-time hire or the team can run it without me.
Every engagement runs on DIRECT
Six phases, from an honest diagnosis to a growth alarm that watches for drift after I’m gone.
How much of it each service uses depends on the scope. What doesn’t change is that nothing gets built before we know what’s in the way.
Tested on two businesses of my own
At Reverie Brewing, I co-founded the business, wrote the recipes and built the brand from the name up. When COVID closed the taproom, we moved fast into self-distribution and had our two most profitable years while breweries around us closed. I took the beer into New York, built an event space that brought in $275K a year with no advertising, and kept giving people new reasons to come out in a market where people were drinking less. I sold my stake in 2025.
In 2021, my wife and I took over our local cinema in Bethel, CT, so the community wouldn’t lose it. Theaters around us that had run for decades, some for more than 40 years, received large relief grants and closed anyway. We kept redesigning how the place runs and turned a movie theater into an event and community venue.
Owning both taught me what a strategy actually costs to run on a Tuesday in February. Which promises survive a staff, a P&L and a broken boiler, and which get quietly dropped in month four. That’s what I design for. Not the version that looks good in a deck. The version your team can keep running.
