I help organizations solve the operational problems that staff out of your business.

I'm a former ER, ICU, and flight nurse who left bedside care because I was tired of being held accountable for system failures I had no authority to fix. That experience taught me something most consultants miss: turnover isn't a compensation problem. It's often a workflow design problem.

My Approach: Nursing Systems Thinking for Operations

In nursing, we're taught to think in systems. Assessment, diagnosis, intervention, evaluation. You can't intervene on a problem you haven't assessed correctly, and you can't evaluate outcomes without clear accountability for the intervention.

I apply the same framework to organizational workflow problems:

Assessment: Map where clinical staff are held accountable for outcomes they can't control. Identify the specific workflow variables creating autonomy-accountability gaps.

Diagnosis: "Burnout" isn't a diagnosis, it's a symptom. I identify the actual problems: scope-of-practice mismatches, broken communication systems, documentation requirements that exceed capacity, authority gaps in flow management.

Intervention: Fix the system, not the people. Redesign workflows to align decision rights with accountability. Give staff authority over the variables they're responsible for.

Evaluation: Did turnover drop? Did flow improve? Did workarounds disappear? If staff are still inventing fixes for broken processes, the intervention failed.

Who I Work With

I work with leaders to redesign workflows so accountability and authority actually align.

I help organizations:
✅ Map autonomy-accountability gaps before expansion projects or technology implementations
✅ Diagnose root causes of turnover beyond the "burnout" symptom
✅ Redesign workflows to eliminate redundancy and restore autonomy
✅ Evaluate whether AI and technology implementations fit real-world workflows

The result: Organizations that retain their staff, operate more efficiently, and scale sustainably.