I rebuild messy service businesses.
The product first, then the demand, then the pricing, then the software that holds it together. I do all four myself. Right now I run operations, marketing, and sales for a multi-site outdoor recreation company in Idaho, and I wrote the platform it runs on.
- 3.5xguest growth, 1,279 → 4,475+
- ~147,000annual site visitors, up from ~17,000
- 5.0★across 605 reviews, #1 in market
- 45seasonal staff across multiple bases
What I actually do
Most operators are either a systems person or a growth person. The work I do needs both, because a demand engine pointed at an inconsistent product just manufactures bad reviews, and a beautifully run operation nobody can find doesn't survive either.
So the sequence matters. Standardize the product so it's the same every time. Build demand where there wasn't any. Price for the demand once it exists. Then build the operating system so growth doesn't turn into chaos, and so the business stops depending on whoever happens to remember everything.
Selected work
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Rebuilding demand in ten weeks
Our largest institutional account fell from ~50% of revenue to under 20% on a policy change, during a year the whole region was reported as drought. We were about to let every new hire go. By May we'd broken every record the company had, before the season opened.
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From invisible to #1 rated
The company had almost no online presence. Traffic went from ~17,000 to ~147,000 annual users, an organic video library past 3.6M+ views, and a 5.0-star reputation across 605 reviews. Mostly guerrilla tactics and content, not budget.
Where I'm useful
Experiential and outdoor hospitality, multi-unit service businesses, and vertical software serving them. The problems repeat: seasonal labor in places nobody wants to commute to, capacity that's gated by permits or physical constraints, inventory that perishes nightly, and an operation that lives in one person's head. All four are solvable.