Your calendar is full.
Your people are busy.
Your biggest initiatives are still waiting.
Great companies don't lack ideas. They lack the institutional discipline to choose between them. And wrong priorities are a capital problem. The Filter installs a scored intake, simple ranking, and weekly decision cadence in 4 weeks — so your people visibly work the right things, EBITDA is protected, and every decision is documented and defensible.
Built inside a Fortune 50 transformation — $200M investment, EY engagement, VP-level decision governance.
Productized as post-ERP governance across a $15B ARR enterprise.
Proven permanent across a four-company integration — $5M reallocated, still running two years later without me.
Every company has two jobs.
Delivery. Customer commitments. Day-to-day operations. Loud, urgent, never stops demanding attention.
AI implementation. Better systems. Process upgrades. Always important, but lost in the stack of other important ideas.
Nobody agrees on what's first.
The connection doesn't.
Strategy lives in decks. Execution lives in tools. The improvement work that should connect them lives in a pile of competing opinions that nobody can prioritize without starting an argument.
Every improvement idea — AI projects, system upgrades, process changes — gets submitted to a single intake system, scored against the same criteria, and ranked by the model. The ranked list starts the conversation. Leadership finishes it in one meeting. Only what the team can actually absorb gets activated.
When every initiative is visible and ranked, capital stops leaking. That's how EBITDA gets protected.
Capacity-aware by design.
A high score doesn't mean it starts Monday. The Filter only activates what the team can actually absorb. A 5.5 that fits right now beats a 9.2 that requires six months of prep. That's not a bug — that's the system working.
What gets prioritized gets owned. What gets owned gets visible.
One intake. One list.
One hour a week.
A quality input system — not a decision-making system. The Decision Authority still decides. Intuition and judgment still matter. The Filter ensures that when a decision gets made, it's made on structured, shared understanding — not a hallway conversation or whoever asked loudest.
it doesn't exist.
Three significant engagements.
One system created.
Operating infrastructure for a $200M investment to modernize a $2B ARR line of business — with EY running the engagement.
MetLife committed $200M to modernize a $2B ARR line of business. EY ran the engagement. I was the only MetLife FTE embedded on the team — my functional boss was an EY Senior Manager, my HR boss was the Head of IT for the transformation. Every request, every scope decision, every cross-functional dependency had to move through one operating system. A VP of Business and a VP of IT Delivery were both running decisions through it.
1,000+ requests. A governance model with clear intake rules, scoring criteria, decision authority structure, and a weekly cadence. The system held. The transformation delivered. The concept that would become The Filter had its first proof of life.
The governance principles from that engagement are still in use at EY Insurance Advisory.
ERP migration across a $15B ARR enterprise — then installed as the governance layer for FP&A and operations after cutovers.
At IQVIA, I led finance and procurement ERP migrations and cutovers across a $15B ARR enterprise. When those systems went live, the real problem started: hundreds of product owners, finance leads, procurement heads, and business stakeholders all now operating on shared infrastructure — with no common governance layer to manage priorities, resolve conflicts, or sequence the inevitable backlog of post-go-live work.
I installed The Filter as the operating system for that environment. Not as a consulting deliverable — as the actual mechanism those teams used to run business-as-usual on a live ERP. Intake rules, decision authority, scored sequencing, weekly cadence. Every team running through the same system.
This is where the system stopped being a governance concept and became a repeatable operating product.
Four acquisitions brought together under The Filter as the common operating layer. $5M reallocated. Still running.
Four acquisitions, never properly integrated. A combined org of 1,000 people on $50M in annual expense. Dozens of uncoordinated intake paths, duplicated work across legacy teams that had never been asked to operate as one, and strategic initiatives stalling mid-flight. Leadership reversing decisions from one meeting to the next with no shared record of why.
I took The Filter — the product I'd built and proven across MetLife and the IQVIA ERP environment — and installed it as the common operating layer across all four entities. One intake, one ranked list, one decision cadence that crossed every old company line. $5M of duplicative labor identified, sequenced out, and reallocated to protect the remaining $45M of productive capacity. The operating story got clean. The number moved.
It's their core way of working — despite me not having been in the room for over a year. That is the whole design.
What this replaces
for a $50M business.
These numbers use conservative assumptions. The real cost is usually higher — because misaligned priorities don't just waste time, they delay the work that actually moves the number. Every quarter this runs unaddressed is a quarter of execution capacity you don't get back.
The Filter costs $35,000 and installs in 4 weeks. The math isn't complicated. What's complicated is getting a leadership team to agree on what's first — and then hold that agreement when the next urgent thing walks in the door. That takes someone who has no stake in the outcome.
The Filter.
Approx. 10 hours of structured working sessions over 4 weeks. The pacing is intentional. Each layer gets installed, used, and adjusted before the next one builds on top of it. You can't compress that into a single sitting and expect it to stick. By the time the engagement is done, the system doesn't feel installed. It is just how you now operate.
For teams already operating in person — we come to you to run the Week 2 portfolio review and decision workshop live. Travel included. Everything else runs the same.
Full initiative inventory captured, scored, and sequenced. Trained internal operator. A decision cadence your leadership has already run. If it isn't done, you get a full refund. The only requirement is that your team shows up.
That's the symptom. When everything is a priority, the loudest voice wins and nothing moves. ~10 hours over 4 weeks is the full cost of fixing that permanently.
Every team does already — in theory. The question is whether it's producing decisions or producing meetings. If figuring out how to solve for agreed upon strategy is chaotic, that process isn't working.
The playbook is free and it will work. What's complicated is getting a leadership team to agree on what's first — and then hold that agreement when the next urgent thing walks in the door. That takes someone who has no stake in the outcome. That's what the engagement is.
That's the whole design. A trained internal operator runs it from Week 5. The system, rules, and cadence stay. I exit. The capability doesn't.
About 10 hours over the 4-week engagement. One kickoff session, one workshop, one business as usual cadence, one monthly review. In between, your team uses The Filter in the conversations they're already having. These 10 hours usually replace other meetings with similar agendas. The system runs inside the work, not on top of it.
No. The Filter is built inside your existing stack wherever possible — no new software, no new logins, no new overhead. If you already live in Google Sheets, Notion, or a project management tool, that's where it lives. The system is the structure, not the software it sits on top of.
Built inside your existing stack if we can. No new tools. No new logins. No new overhead.
Tested Operator. Real System.
I've been in the room for thousands of decisions. From EVPs running $2B ARR lines of business down to line managers just trying to hold a team accountable — with hundreds of decision makers in between. And then was the primary operator trusted to ensure the most critical items decided were seen through from idea to delivered outcome.
Smart people making avoidable decisions — not because they were bad at their jobs, but because they had no shared framework, no rank order. Just whoever asked loudest, or whoever had the most authority in the room that day.
The supporting infrastructure — meeting cadences, communication chains, delivery visibility — never quite kept pace with what successful execution actually required. Decisions got made. The system to follow through didn't exist.
I built The Filter to reduce that friction. And watched what happened when you gave organizations a structured way to make decisions out loud. The decisions started to hold. Work finished on time. Stakeholders could plan accordingly. The noise stopped competing with the actual work.
Outside of work: competing in jiu jitsu, exploring Colorado with my wife, son, and dog, and trying to be present for all of it.
The full system.
On us.
I give you the whole system upfront — free, no strings. It's complete and it will work.
There's a difference between buying the book and spending a few hours with the author. Having someone explain it, facilitate the sessions, support the team in between, and enforce new standards from a neutral position — that's what the engagement is.