Fractional AI and operations advisory for companies scaling from $10M to $100M. Flat monthly fee. Defined workstreams. Every deliverable owned by your people when we're done.
You're scaling. Revenue is outrunning your systems. The spreadsheet that ran the business at $10M is cracking at $30M. An ERP or CRM decision is looming and nobody internally has time to scope it properly. Your executive team knows AI matters and doesn't have a practical path from "we should use this" to "we use this every day."
You don't need another full-time hire yet. You need someone who has done this before, works your problem every week, and hands the keys back.
Engagements run on a flat monthly fee with a defined initial term, then month to month. Delivery is primarily remote with on-site work when it's actually needed. Typical workstreams:
A current-state review of the platforms your business runs on: architecture, data model, workflow coverage, integrations, adoption, and known defects. Gaps ranked by impact and effort. You get a prioritized roadmap sequenced against your other initiatives, plus a build backlog loaded into your own tracking system. Not a binder. A queue your team can execute.
An AI use-case inventory mapped to your actual functions. Live working sessions with your executive team, built around your business, not generic demos. A playbook and prompt library organized by role and task, written in your company's language. Draft acceptable-use guidance ready for your counsel's review. Your leadership leaves knowing what to use, where, and what the guardrails are.
Structured interviews across the departments that touch your revenue: sales, estimating, project management, operations. A current-state process map from lead intake through handoff, including where deals stall and data dies. Standard stage definitions and data conventions. A functional requirements spec you can hand to software vendors as an RFP input, so you buy the right system instead of the best-demoed one.
Every deliverable transfers to a named owner on your team and must stay operable after we leave. That sentence is in our statement of work. It changes how we build everything: documentation written for your people, systems configured in your accounts, knowledge transferred on a schedule instead of hoarded for renewal leverage.
Scope changes happen through written change orders, never verbal drift. Governance is a short bi-weekly check-in and a one-page monthly status report. You always know what you're paying for and what you got.
We don't sell software licenses. We don't take referral fees from vendors we recommend. We don't do system administration or write production code inside advisory engagements; if a build is the right answer, that's a separate, clearly-scoped project you can take or leave. The advice stays clean because nothing is bolted to it.