Enterprise technology · Judgment · Applied AI

The intelligence that runs your business has never been written down.

Every organization documents its processes. Almost none of them document the judgment that makes those processes work — the deviations, the exceptions, the quality bar, the thing an expert knows in four seconds and cannot explain. That knowledge lives in people. It walks out the door when they do.

My work is getting it out of their heads and into something the organization actually owns.

The first pass and the second

Ask anyone to document how they work and they will hand you the left column. Everything that makes them good at it is in the right one, and nobody has ever asked them for it.

01 Pull the weekly numbers from the system of record. Unless it is quarter-end. Then you wait for the true-up, because the raw pull will be wrong and confidently so.
02 Review the variance report for anomalies. Three of those variances are always noise. One of them never is. Knowing which is which is the entire job.
03 Escalate anything outside tolerance. Escalate to the wrong person and you have spent capital for nothing. The rule bends here, and the rule does not say how.
04 Circulate the report to stakeholders. Never before the CFO has seen it. This is written nowhere and everyone who has been here two years knows it.

The documented process The judgment nobody wrote down

The work

For the individual

Own your working knowledge.

The professional who has articulated how they actually work — the decisions, the exceptions, the standard they hold — owns something no employer, platform, or tool change can take from them. Most people never do it, because nobody asks and it is genuinely hard to do alone.

I teach a repeatable method for decomposing your own work and building the thing that runs it.

For the organization

Do it at scale, before it walks out.

Enterprise AI programs start at the wrong altitude. Platform first, adoption never. Meanwhile the knowledge that would make any of it work is sitting undocumented in the heads of the twenty people everyone quietly routes around the official process to ask.

I advise leadership teams on extracting that judgment deliberately, at the level where it actually lives, and on building the discipline that keeps it.

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About

Three decades in enterprise technology, most of it in the room where the decision actually gets made. I have watched capable organizations lose thirty years of judgment to a retirement and call it a clean transition because the runbook was accurate.

It was not a clean transition. The process was documented. The intelligence was not. I have thought about that for most of my career, and the work I do now comes directly out of it.

I am a Certified Certainty Adviser, trained in Dan Nicholson's Solvable Problem™ discipline, and a co-author of the Solvable Problem™ book alongside Dan and a group of adviser peers. That training is where I learned to insist on defining the problem before anyone is permitted to solve it, which turns out to be most of the work.

Now: Director of Sales, CTG National
Credentials: Certified Certainty Adviser; NVIDIA AI Advisor
Writing: The Solvable Problem™ — co-author
Principle: Wisdom over knowledge!

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Tell me what you are trying to solve. I read everything that comes through here.