About

I think work is worth caring about. We spend most of our waking lives inside organizations, and I don’t believe we have to choose between doing that work well and enjoying it.

That belief has a sharper edge than it sounds. Fun and performance are usually treated as a trade-off, something you buy one of at the cost of the other. I don’t think they are. They come from the same place, and that place is not the people. It is the setup the people stand in: who holds which role, who gets to decide what, what counts as the goal, and how quickly anyone finds out whether it worked. Build that well and people get ownership, clarity and progress. Those three are what a person means when they say the work is fun, and what a spreadsheet reports as performance. So when something is going wrong inside a company, my instinct is to change the setup, not the people.

That is what this publication is for. The Good Stuff is where I write down what I find when I take an organization apart and look at how it is actually built: roles, decision rights, goals, feedback. I write it for the founder or CEO of a growing, performance-minded company where the organization has started to creak. Each piece aims to leave you with one thing you can go and change, not a theory to admire.

I’m a management consultant. Because I work across several companies at once, I get to test these ideas in real rooms with real stakes, not just on paper. When something holds up, I write it down here. I hand the heavy lifting on code and automation to AI, and keep the judgment and the design for myself.

A bit of the record: management consultant, and lead of the AI Activation Center at Gainge Consulting Group. Minerva University, Master’s in Decision Making and Applied Analytics.

I also write about faith, elsewhere.