Operations consulting gets described in a lot of words that don’t mean very much. I spent a long time trying to name what bothered me about that, and landed on this: most of the language skips the actual work.
The actual work is surfacing the decisions underneath a process, not just cleaning up the process itself.
Most clients come to me with a lot of tools and not a lot of shared agreement. A CRM nobody trusts. A pipeline that tracks in theory but not in practice. A process three people run three different ways. The problem is almost never the tool. It’s that the decisions underneath the tool were never actually made: who owns what, what “done” looks like, and what the team will realistically maintain once I’m gone.
I help build the agreement first, then the system. Sometimes the agreement is already there and the build is what needs the attention. Either way, the goal is the same: a system the team can actually live with.
"
Tools don't make decisions. They organize the existing confusion. Pick the right platform with the wrong decisions, and you'll be paying for a license to host your dysfunction in real time, with reports.
I started in project management. The kind with real deadlines and real consequences for slipping. From there I moved through life sciences and into tech, spending most of the past decade inside B2B software companies.
The longest stretch was at Duo Security, where I spent over seven years across customer success operations and go-to-market strategy. Duo was acquired by Cisco while I was there. I’ve seen what scaling looks like from the inside before and after an acquisition, and what happens to ops work when the pace accelerates faster than the decisions do. From Duo, I moved to 1Password as a Staff Business Program Manager, leading operational strategy within engineering operations.
What those roles had in common: I was the person in the middle. Connecting what one function decided to what another function had to execute. Asking “does everyone mean the same thing when they say that?” more often than I can count. Working across sales, CS, product, engineering, ops, RevOps, and go-to-market over 19 years gives you pattern recognition that is hard to build any other way.
I started Blueprint Solutions in late 2025 after almost two decades of doing this work inside companies. The work is the same. The difference is that now I get to choose who I do it with.
Blueprint Solutions is me. One consultant, not a team, not a subcontractor.
That’s a deliberate choice. You hire me, you get me: in every meeting, on every call, and in every deliverable. The tradeoff is that I take a small number of engagements at a time. I scope selectively, because fit matters more than volume.
There’s also something that matters about being external. I’m not inside the politics. Nothing is precious to me. I can name the thing the internal person already knows but can’t say out loud.
When I do take an engagement, I stay through the part most consultants skip. Here’s what that looks like in practice:
A framework with a name on it. The work doesn’t come with a branded methodology. It comes with judgment, pattern recognition, and enough experience to know when the situation doesn’t fit the template. And to say so.
A binder as a deliverable. Pure documentation work is a different engagement. If the deliverable is a binder, the project is going to fail. Documentation is a byproduct of the work, not the work itself.
Hourly billing. Project-based ops work can’t be scoped by the hour without making you watch the clock. Fixed-fee, scoped after the discovery diagnostic.
Over-engineering. Not everything should be automated. Not everything needs to be documented. The judgment call about what’s worth building, and what’s better left alone, is part of the work.