The scouting report
The Operator
Card.
Every exec bio reads the same. So here's the honest version — what I'm rated at, where I'm best used, how I play, and the parts that come with me whether you want them or not.
Revenue · AI operations
Best used in
- Growth outrunning the operating model
- Post-merger or restructuring chaos
- Regulated operations with real consequence
- Companies trying to make AI actually land
Click the card to flip ↻
Attributes
Rated by the work, not the résumé.
Ratings are self-assessed against the executives I've worked alongside — and deliberately not all 99s, because a card where everything is elite is a card nobody believes.
Play style
How I actually operate.
I go to the handoff first.
Not the underperforming team. The seam between teams is where the money and the trust actually leak.
I ask who owns it until someone answers.
Most broken processes are orphans. Ownership fixes more than tooling does.
I write it in plain English.
If the frontline can't explain the system back to me, it isn't a system yet — it's a diagram.
I measure whether it actually worked.
Then I say so out loud, including when it didn't. The after-call automation that hurt conversion is on my own website.
The honest part
Every card should have this side.
- I have very little patience for a recurring meeting that exists because the system can't answer a question by itself.
- I will keep asking who owns something after the room has decided to move on.
- I'd rather ship a plain system people use than an elegant one they route around — which sometimes disappoints the architects.
- If a number doesn't change a decision, I'll argue for deleting the report. Some people like the report.
If none of that scares you, we'll probably get along well.
Keep going