Practice 05
Support answers tickets, sales answers commercials, engineering answers bugs — and the customer experiences three disconnected companies. This practice puts one person in the middle who owns the whole picture.
Scope agreed in writing before work begins.
The problem
They churn because a series of incidents never got translated into a plan the customer could see. Each one was handled competently in isolation; nobody connected them, nobody reported the pattern, and by the time the renewal conversation arrived the trust was already spent.
The same gap shows up internally: four workstreams, four backlogs, shared dependencies and no single view of what is actually at risk this quarter.
Scope
Stated before you ask, so the first call is about your problem rather than about what we do or do not cover.
How it runs
Tickets, escalations, roadmap and the last two quarters of what went wrong. Patterns show up fast when someone finally looks across them.
Every open thread gets a name and a date. Ambiguity about ownership is what turns a two-day fix into a two-month complaint.
A cadence the customer and your leadership both see, written so an executive can act on it rather than forward it.
The goal is that the function survives without a retainer: documented, staffed and running before the engagement winds down.
Track record
Three and a half years owning technical delivery for Fortune 500 accounts at a NYSE-listed global technology company — coordinating engineering, product and client teams across the US and international markets, and driving root-cause analysis on live incidents under pressure.
Certified Scrum Master and Google-certified Project Manager, with roughly a decade of professional experience and nine years in project and program management across software, industrial operations and consulting.
Career began running safety, quality and environmental programmes in industrial environments — which is where you learn to manage risk in places where a mistake has physical consequences, and to talk to everyone from the shop floor to the board.
Questions
It is the same function at part-time allocation, without a headcount. It suits companies that need senior delivery ownership but do not yet have twelve months of full-time work to justify the hire.
It is agreed at the start as a specific allocation, along with which meetings are attended and what the response expectation is. Vague retainers are how both sides end up disappointed.
No. This practice coordinates the team you have and, where there are gaps, makes them visible. Most engagements run alongside an internal team or an existing vendor with ownership defined at the start.
English and Spanish, based in Querétaro, México, working remotely. Overlap hours are agreed at the start of the engagement rather than assumed.
Start here
Describe the problem in a few lines. You get a written reply with a first read on it, whether or not there is an engagement in it. The message is sent from this page — no email client, no third-party form service, no trackers.