When product and market fit are there but execution is not, IT Operations becomes an execution constraint.
I run time-boxed IT Operations X-rays: map how work really flows across teams and vendors, isolate the 2–3 constraints driving instability and delivery drag, and deliver a prescriptive 6–12 month plan your existing team can run.
The X-ray is a system diagnostic, not performance grading: evidence-tied findings, safe interviews, and no “audit theater” or maturity scoring. No reorg or tool churn unless leadership explicitly chooses it.
Most engagements end with the internal team owning execution; extended involvement only happens if it clearly accelerates predictable delivery or value protection.
Incidents and unplanned work consume capacity, so roadmap delivery slows and “critical” work lingers.
Implementation and onboarding queues grow faster than they’re delivered, so “critical” work lingers for months and becomes invisible noise.
The same classes of outages and degradations keep reappearing, slowly eroding customer confidence and stretching support teams thin.
New tools, frameworks, and consultants add slideware and dashboards, but day-to-day work patterns and outcomes stay largely unchanged.
Leaders and vendors are cycled in and out while the underlying operating model is untouched, so the same constraints persist.
Boards hear confident updates from IT, but without operator-grade evidence. The story sounds like risk and drag on valuation instead of leverage for the business.
Regulated or audited environments (compliance pressure, change control scrutiny, decision-grade evidence needs)
Vendor-heavy delivery models (handoffs, unclear ownership, MSP lanes, queue opacity)
Execution drag patterns (persistent unplanned work, stalled backlogs, repeat incidents, leadership churn)
An IT Operations X-ray (typically 3–5 weeks, target ~4) gives investors and operating teams an operator-grade view of how IT is affecting enterprise value, and what to do first.
Situation: Incidents recur, queues grow, and urgent work keeps displacing the plan.
Constraint: Decision rights and intake rules are not enforced, so work starts but does not finish.
What changed: Service ownership, WIP limits, and change gates converted noise into stable throughput.
Micro-proof: Queue aging and repeat incident drivers became measurable and reducible.
Situation: Go-lives slip because implementation teams are pulled into support and stabilization drags.
Constraint: Delivery and operations share the same experts without an intake boundary, so flow collapses into interrupts.
What changed: Intake separation, go-live readiness gates, and stabilization exit criteria increased throughput.
Micro-proof: Stabilization shortened, emergency changes dropped, and concurrent work increased.
Situation: Budget cycles reset into buy lists and DR debates because commitments and costs are not decision-quality.
Constraint: No trusted inventory baseline or cost model ties choices to run cost, capacity, and risk.
What changed: Inventory baseline plus requirements plus cost model created predictable CapEx and OpEx decisions.
Micro-proof: Roadmap became the budget backbone with auditable DR evidence and quarterly reforecasting.
