Work

Four verticals.
Four rebuilds.

Names withheld by contract. Numbers are real. Every engagement started with a diagnosis, not a deliverable.

01Home services · GTA
In production
5.8×Lead-to-revenue return after system rebuild
The gap

Manual quoting, zero attribution on paid media. Revenue was happening. No one could prove where it came from.

Phone coverage 40% → 90%+
Payment visibility, no manual check-ins
Owner out of inbound ops
Every lead traced to source
02Multi-unit F+B
In production
+40%Order volume through process and channel redesign
The gap

Consistent foot traffic. Stalling order volume. The gap was not marketing. It was process and digital channel design.

Digital ordering unified across locations
Single reporting layer, no reconciliation
Staff admin time cut across all units
Owner has one view of the operation
03Financial services
In production
90%Manual workflow time eliminated across four staff roles
The gap

Four staff roles. Most of the day spent on admin that had no relationship to revenue.

Advisor engagement lifted
Attribution built across all activity
System runs without daily intervention
Staff time moved to revenue work
04Enterprise data and telecom
In production
30% YoYPortfolio revenue growth via segmentation and attribution
The gap

Portfolio revenue had stalled. No segmentation, no attribution, no visibility into which accounts were worth keeping.

$4M+ revenue flow via data architecture
Proposal process rebuilt on data
At-risk accounts retained
Full attribution across portfolio
Not a fit

Pre-revenue businesses. Direct-to-consumer brands. Anyone opting out of attribution. Anyone who wants us to run their inbox instead of building the system.