Every fire you're fighting
is yesterday's decision.
Wrong priorities are a capital problem. The Filter installs a scored intake, simple ranking, and weekly decision cadence in 4 weeks — so your people work the right things, EBITDA is protected, and every decision is documented and defensible.
I built this inside a Fortune 50 transformation ($200M, EY engagement). Productized it as post-ERP governance across a $15B ARR enterprise. Formalized and 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.
No system to decide what gets resourced first — or confirm that what was chosen actually got done.
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.
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.
The quiet tax on 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 being the person in the room who makes a senior leader's pet project wait because the score says so. That's the part you hire me for.
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.
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. The system doesn't fail because it's incomplete — it fails the first time a senior leader's pet project scores a 4.2 and someone has to tell them that is not the best use of company time. That's easier when it's not your job on the line. What you're hiring is neutrality.
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.
The concept was born inside
a $200M Fortune 50 transformation.
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.
Delivered the ERP migrations.
Then installed The Filter for everyone who had to live on them.
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 across the enterprise 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 concept became a product.
This is where the system stopped being a governance concept and became a repeatable operating product.
Four poorly merged companies.
One operating system.
Still running two years later.
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.
Two years later, the system is still running. I haven't been in the building in over a year. That is the whole design.
Real operator. Real system.
I spent a decade inside large organizations watching what happens when companies scale without a decision system. The Filter is what I extracted from that — stripped of the bureaucracy, built to run lean. It's now available to growing companies who want the outcome without the overhead.
I install it, train someone to own it, and leave. That's the whole model.
Outside of work: competing in jiu jitsu, exploring Colorado with my wife, son, and dogs, and trying to be present for all of it.
The full system.
On us.
Most systems like this cost thousands before you see a single document. I give you the whole thing upfront — free, no strings.
The playbook is complete and it will work. What it can't give you is a neutral operator in the room. The system doesn't fail because it's incomplete — it fails the first time a senior leader's pet project scores a 4.2 and someone has to hold the line. That's a lot easier when it's not your job on the line. That's the part you hire me for.
The math already closed.
The only question is how long
your current system keeps running.
$35,000. Installed in 4 weeks. A running decision cadence your leadership team keeps without you, without me, without anyone holding it together. The same system that governed a $200M Fortune 50 transformation — available to any company willing to run it.