Building capability, not dependency.
I'm a product and flow practitioner. I help teams and leaders turn strategy into outcomes, and build the capability to keep doing it after I've gone.
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The queue nobody owns.
Eight teams were queuing behind one component, and its oldest item had been open 89 days against a service level expectation of 23. Every one of those initiatives reported green in the same cycle, because RAG status attaches to initiatives and this risk lives between them. Your delivery problem starts long before anything reaches a delivery team.
Your publishing schedule is a feature factory.
I published nothing in July, and 501 people still turned up, 159 of them reading to the end. One of my posts got 23 times the distribution of another and only 39% more readers for it. What a quiet month taught me about back catalogues, and why a content calendar is a roadmap wearing a writer's hat.
Your decision queue is your delivery problem.
18 weeks from request to production, and engineering held it for 9 days. Everything else was waiting on someone to decide. Why the queue nobody manages owns most of your elapsed time, and the four measures that expose it.
What I do
Flow and delivery.
Everyone is flat out and nothing is finishing. You cannot give a date without a fight about the spreadsheet. I find what the work is actually waiting on, and leave a team that can keep the answer honest.
Product.
You shipped the roadmap and the numbers did not move. I work on which bets are worth making, and how you will know before you have spent the year finding out.
Training.
Your team learned it on Thursday and was back to normal by Monday. Not a curriculum to work through. A menu I pick from, based on where you already are.
25+
years in product and flow
600+
practitioners trained
5
ProKanban courses accredited
Something stuck?
A date that keeps moving, a team everything queues behind, forecasts nobody believes. Tell me what you're trying to move and where it's stuck.