I study how large organizations fail to notice repeating problems until escalation forces attention.

In complex, multi-provider environments, work rarely fails all at once. It repeats quietly across teams, queues, and vendors.

Because this repetition is distributed, it remains invisible. Impact only becomes clear once it concentrates — often at executive level.

By then, urgency replaces understanding.

My work focuses on making operational repetition visible before escalation.

I do this by observing how work is actually handled under pressure — specifically which fixes, workarounds, and resolutions get reused.

In many organizations, the same issues are resolved repeatedly by different people, in different places, without ever becoming a shared concern.

The work adapts locally, but the organization does not.

Reuse reveals structure. Structure reveals where systems are already learning — and where leadership is not yet seeing.

Engagements are short and observational.

Typically four to six weeks, focused on a limited slice of inbound operational demand.

The output is not a plan, but a clearer picture of which issues are repeating, how long they have existed, and when they become unavoidable.