Leadership wants to report on recurring revenue, but nobody agreed on which products count as recurring, so the number changes depending on who pulls it. Sales and marketing both track leads, but they disagree on when a lead becomes an opportunity. Product and engineering track priorities in different places, with different definitions of done.
Those look like reporting problems, and sometimes they are. More often, somewhere along the way, the decision and the system stopped matching.
My work is getting those back in sync. Some of it is fast and satisfying, like turning a reconciliation that took hours into something that takes minutes. Some of it is slower, like building a CRM from scratch for a team that had been running on spreadsheets. Both start with the same question: what does this team need to know, and who needs to know it?
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A decision has to make sense against where the business is going, and it has to work for the person who does the thing every Tuesday.
I started in project management, where deadlines were real and slipping had consequences. From there I moved through life sciences and into tech, and spent most of the past decade inside B2B software companies.
The longest stretch was more than seven years at Duo Security, across customer success operations and go-to-market strategy, including the years before and after Cisco acquired it. That's where I learned what happens to ops work when a company grows faster than its decisions do. From there I joined 1Password as a Staff Business Program Manager, leading operational strategy within engineering operations.
In every role, I ended up as the person in the middle, connecting what one team decided to what another team had to carry out. I've asked "does everyone mean the same thing when they say that?" more times than I can count, alongside sales, CS, finance, legal, product, and engineering teams.
I started Blueprint Solutions in late 2025 because it was something I'd always wanted to try, and I knew I'd regret it if I didn't. So far the best part has been the range: I get to help a lot of different teams, and I learn something from almost every one of them.
Outside of work, I'm usually with my family and my dog, reading, or seeing friends. I also declutter for fun, which probably explains a lot.
Blueprint Solutions is just me, so when you hire me, you work with me directly on every call and every deliverable. I keep a small number of engagements at a time on purpose, because fit matters more to me than volume.
Being external helps, too. I'm not inside the politics, so I can name the thing someone on your team already knows but can't say out loud.
When I take on an engagement, I stay through the part most consultants skip:
We start with how things work today. I interview the people closest to the work, because the real process is rarely the one written down.
We figure out who needs to be in the room. I identify a small core team and map who's responsible, who decides, and who just needs to stay in the loop (e.g., a RACI and a decision-making matrix).
You get regular updates. Progress, decisions made, and what's next, so nothing catches you off guard.
You end with something that works. A solution your team has tested and vetted, documentation they'll use, and three months of support while it settles in,
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Jen took the time to learn our business and interview stakeholders across the organization... She's a trusted advisor to our entire team.
- VP of GTM, B2B security company
A framework with a name on it. The work doesn't come with a branded methodology. It comes with judgment and enough experience to know when a 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, so documentation comes out of the work and gets written for the people who'll use it.
Hourly billing. Ops work can't be scoped by the hour without making you watch the clock, so every engagement is fixed-fee.
Over-engineering. Not everything should be automated, and not everything needs to be documented. Knowing what's worth building, and what's better left alone, is part of the work.