The decision layer your operating system is missing.
Know exactly what your company should be working on — in 14 days.
Every initiative scored, ranked, and owned. The decision arguments stop. The right work starts. Guaranteed or your money back.
Most companies reclaim $500K–$2M+ in annual execution capacity by killing the rework, duplicated effort, and abandoned initiatives that quietly erode EBITDA.
Built inside a Fortune 50 transformation — $200M investment, Big 4 (EY) engagement, VP-level decision governance.
Forged in an ERP crisis recovery across a $15B ARR enterprise — zero critical defects, every financial close protected.
Crystallized across a four-company integration — ~$5M of duplicated effort reallocated to protect ~$45M of delivery capacity. Still running without me a year later.
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.
The priority pile becomes one operating picture.
Four things become true the day it's installed. They stay true after I leave.
Every project actually moving lives on one list — what it is, who owns it, where it stands. No more guessing what's underway or who's on the hook.
Every request and idea that hasn't started yet sits on that same list, up against the work already in motion. Nothing jumps the queue in a hallway conversation.
Everything scored on one scale, so what gets worked on first stops being about who pushed hardest in the room. It comes down to what moves the business — regardless of who submitted it.
Named owners, a standing cadence, and a locked change process carry work to done — and keep last week's decision from getting reopened on Wednesday.
The best time is early. The next best time is now.
Most teams call when one of these is true. If you recognize your company here, the install pays for itself fast.
Capital amplifies whatever system you have — or doesn't. Lay the foundation before you deploy the money, not after.
Two backlogs, one team, zero shared list. The Filter is the layer that makes the integration value actually land.
Every new hire multiplies the coordination cost. Set the system before the org chart outgrows the hallway.
A new CEO or COO inheriting the pile. The fastest way to take command is one ranked, owned list.
Everything's urgent, so nothing is. If your team can't name the top five without an argument, it's time.
A product launch, a new market, a transformation. Don't run a sprint on a foundation that can't hold the load.
Set the system early and execution runs clean. Set it late and you're rebaselining mid-climb — still worth it, just harder.
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 solves this in 14 days — for a fixed fee that's a fraction of any single line above. The math isn't complicated. What's complicated is the first time a leadership team has to rank everything against everything else — and make real calls in the open, while the system is still earning its authority. I run those sessions. Someone with no stake in the outcome holds the process steady until your team can hold it themselves.
Three environments.
One system, productized.
Tap each step to read the story →
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 an EY Senior Manager, my reporting line into the Head of IT for the transformation. Every request, every scope decision, every cross-functional dependency moved through one operating system I architected, built, and ran. A VP of Business and a VP of IT Delivery both ran their decisions through it.
1,000+ requests. Clear intake rules, scoring criteria, a decision-authority structure, a weekly cadence. The system held. The transformation delivered.
This is where the idea that would become The Filter first proved it worked.
I owned the recovery of a failed ERP consolidation. The delivery earned the trust to install real governance after — an early form of The Filter.
After a merger, the enterprise spent years trying to consolidate two legacy ERPs onto Oracle. It failed. By the time leadership reverted to a dual-ERP model, the original architects and SMEs were gone, documentation was fragmented, and finance systems were under heightened scrutiny.
I was brought in to own the recovery — execute the rollback, stabilize financial operations, and re-engage fatigued teams with no institutional memory to lean on. I sequenced every release around month-end and quarter-end and ran the enterprise-wide communication that kept 100+ stakeholders aligned. Zero critical defects across every production deployment. No disruption to a single close.
That delivery rebuilt something the failed migration had destroyed: trust. And it bought the authority to fix the deeper problem — there was no shared layer governing how work entered the environment or got sequenced after go-live. So I installed one: intake rules, decision authority, scored sequencing, a weekly cadence. The same backbone I'd run at MetLife, now sharper.
The recovery proved I could be trusted. The governance that followed is where the concepts behind The Filter took real shape.
Four acquired companies, one operating layer. ~$5M of duplicated effort eliminated and reallocated. The system became a product.
Four acquisitions, never properly integrated. A combined org of 1,000 people on ~$50M in annual expense. Multiple teams — business intelligence, automation, process harmonization, what data could go to customers, regulation & compliance, IT enhancements — competing for the same resources, duplicating each other's work, with leadership reversing decisions meeting to meeting and no shared record of why.
I built one centralized intake for every enablement request, a single review board to score and sequence it, and a unified release cadence so change stopped overwhelming the people absorbing it. Tradeoffs got made in the open. Pet projects surfaced and stopped. Roughly $5M of duplicated effort was eliminated and reallocated to protect the remaining ~$45M of productive capacity.
The teams stopped fighting. The operating story got cleaner. And leadership started to trust execution again — not because the dashboards improved, but because what got committed actually got delivered, and what was supposed to be worked on was clear. Watching it hold across four warring orgs is where I knew it wasn't a personal method anymore. It was a product. I named it The Filter.
It's still their way of working — and I haven't been in the room in over a year. That is the whole design.
Three complex scaled environments. One system that kept working. So I built it to stand on its own.
A $200M transformation. A failed ERP pulled back from the brink at a Fortune 275. A 100m ARR business unit with four acquired companies that had never operated as one. Different industries, different stakes, different names for what I was running — but the same system underneath every time. One intake. One ranked list. Decisions made in the open. Change paced to what teams could actually absorb.
By the last one, it wasn't something I improvised. It was something I could hand to a team and walk away from.
So I productized it — documented, installable in 14 days, built to run without me. No retainer. No new tools. About an hour a week to maintain. I called it The Filter.
Now I install in weeks what took me years inside those rooms to learn to build by hand.
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.