Every engagement starts with a question: is this a people problem, a process problem, or a technology problem? The answer determines what happens next.
I work with imaging centers and physician practices. The work almost always falls into one of three areas — and sometimes all three at once.
Who this is for: patient access directors, practice administrators, imaging center ops leaders dealing with persistent throughput problems or chronic rework.
When work stalls without an obvious reason — orders cycling, handoffs multiplying, staff compensating for systems that don't cooperate — the problem is almost always the design, not the people.
Work design determines whether operations run stably under real constraints. Most practices have never had the opportunity to look at how work actually flows versus how it's supposed to flow. When you do, the gap is usually clarifying.
This engagement type includes:
This work connects directly to the Frictionless Engineering framework.
Who this is for: practice leadership and administrators who know the data exists somewhere, but can't get it in a usable form — or can't get it at all without someone manually pulling it.
Most practices sit on more data than they can use — because it's buried in a system that doesn't surface it cleanly, or spread across systems that don't talk to each other.
The result is leadership making decisions based on incomplete information, or spending hours each week pulling numbers that should arrive automatically. Neither is sustainable.
This engagement type includes:
I build what your team needs to operate from data, not guesswork.
Who this is for: imaging center and physician practice leadership planning a new location, a significant expansion, or a new service line addition.
Opening a new location or adding a service line requires more than real estate and equipment. The operational decisions made during planning determine whether a facility performs from day one — or spends its first year recovering from a launch it wasn't ready for.
There's a sequence to this work. Getting it wrong is expensive. Getting it right means the facility opens with the workflows, staffing model, and reporting structure it needs to run stably under real volume.
This engagement type includes:
I've done this work with accountability for the outcomes — not as a consultant who hands over a deliverable and leaves.
We talk through what's not working and whether this is the right kind of problem for this kind of help.
I look at how work is actually moving — not how it's documented. This surfaces what's really driving the problem.
We agree on scope and I do the work — with clear deliverables and ongoing communication throughout.