Helping teams work better

More of the groundwork automated. More room for judgment.

I helped take an AI-assisted content workflow from discovery and design into a working pilot. It connected automation and an AI model with a process that left people responsible for judgment, refinement and approval.

During the pilot, output became more structured and consistent. Approximately 20% of the work remained with the user for discretion and refinement.

The point wasn’t to remove people from the process. It was to handle more of the groundwork so they could focus on improving the content and deciding what was ready. These are pilot-specific observations, not a firm-wide performance claim.

Make the process clear before adding more features.

Across internal initiatives and separate consulting engagements, I helped shape how requests, leads and client information moved through business processes. The work combined discovery, workflow design and coordination, with hands-on configuration in some projects.

I focused on making the process clear enough for people to use and for implementation teams to build on. That meant working through stages, handoffs and responsibilities, not just identifying features to add.

Connecting growth, recognition and engagement oversight.

I researched how client data could help professionals identify relevant opportunities to offer additional services. But better recommendations were only part of the problem. The process also needed to recognize who brought in new work and evaluate whether the firm should take it on.

After years of research, presentations and stakeholder education, engagement-level acceptance and origination progressed into a working pilot. It moved attribution from the client relationship to individual engagements, creating a way to recognize and compensate professionals for introducing additional services to existing clients.

A more structured review of new work

Reviewing the client only when the relationship began could leave subsequent engagements without the same scrutiny. The pilot created a way to assess individual pieces of work rather than relying only on the overall client relationship.

• Scope and financial reviewAssess each new engagement’s budget and expected profitability.
• Engagement lettersCreate or collect the required letter, reducing the risk of starting work before it was received.
• Conflict and risk checksRoute each new engagement through conflict screening and risk review, including additional work for existing clients.

My contribution combined research, process and data-model design, and stakeholder alignment. The goal wasn’t simply more cross-selling. It was to connect growth with appropriate recognition, clearer expectations and a more informed decision about each piece of work.

The engagement-acceptance work reached a working pilot. The broader cross-selling research is not presented as a deployed recommendation system or a measured revenue result.

Understanding what supports the product.

On infrastructure and delivery projects, I focused on understanding the work and keeping everyone aligned. I researched options and got into the technical details, while relying on the people implementing the changes to guide the technical approach.

That experience deepened my understanding of how software runs beneath the interface. It helped me connect product priorities with the maintenance, security and operational work needed to support them.

My role was not to own the architecture or engineer the changes. It was to understand the tradeoffs well enough to support useful conversations and informed priorities.

Start with one workflow.

This is the same approach I bring to consulting: understand the people, the process and the constraints before deciding what to change.