I don't write strategy decks. I run things.
There's a particular kind of business advisor who shows up, runs a discovery process, hands over a beautifully formatted deliverable, and disappears. I'm not that. I run operations. I build the SOPs and then enforce them. I hire the paralegal and onboard her. I sit in the weekly meeting. I own the ClickUp board. I am the person the partners forward the awkward email to.
That's the work. Operations is not a deliverable — it's a job that keeps going.
How I got here.
I grew up on a farm in Michigan. That's not a brand statement — it's where I learned that operations means doing the unglamorous thing on time, every time, even when nobody's watching, because if you don't, the whole system breaks.
From there: two decades of building, running, fixing, and scaling businesses across very different industries — and very different states. I've lived and operated in Michigan, Oregon, Texas, and Florida, with most of the recent work concentrated in Texas firms and now headquartered in Tampa. About ten of those years as a founder myself, which is where I learned the difference between being smart about operations and being responsible for them.
The work I do now — operational management for law firms — sits at the intersection of all of it. Law firms are weirdly underbuilt as businesses. The legal work is excellent. The operations are usually held together by the managing attorney's force of will and a few overworked paralegals. That's a fixable problem. I fix it.
What I bring to a law firm.
I am not an attorney. That's a feature, not a bug. The whole point of a Management Services arrangement, or a fractional ops role, is that someone other than the attorney owns the operational side of the firm — so the attorneys can focus on practicing law and growing the practice.
What I bring: deep familiarity with how law firms actually work day-to-day (because I run one as Managing Director and support several others), fluency in the platforms firms actually use — ClickUp, Clio, MyCase, Smokeball — and a real operator's bias for systems that don't depend on heroics. The goal of every engagement is that the firm is structurally better off, not that the firm becomes dependent on me.
Where this is going.
Kinetic Services is built around a simple thesis: law firms deserve real operational partners — not vendors, not "consultants," not generic management types who don't understand the regulatory and compliance reality of the industry.
I'm building a small, focused practice. A handful of MSO clients I run deeply. A larger group of fractional engagements. Targeted projects when that's what's needed. Quality over volume, every time.