I didn't start as a consultant. I started as an agent, taking calls in the 1990s, and I've never stopped being fascinated by what happens in the conversation between a company and a customer.
Over 25+ years I've worked in nearly every seat in a contact center: agent, trainer, coach, performance manager, site leader, vendor manager, quality and development, recruiter, and operations advisor. I've led sales teams, service teams, retention teams, training organizations, and quality programs. I've assessed operations at many sites, both in-house and through vendors, and helped each one find what was holding performance back.
That breadth taught me something most people in this industry never get to see from every angle:
Most performance problems aren't people problems. They're system problems.
When expectations aren't clear, when coaching isn't consistent, when the reporting doesn't tell the whole story, or when a process creates friction nobody questions, even good people struggle. The answer usually isn't to work harder. It's to build better systems around the people doing the work.
I've been drawn to solving those problems my whole career. I've built performance measurement tools that got adopted well beyond the team they started on. I've developed coaching programs, leadership frameworks, reporting systems, and process improvements that gave organizations more consistency, better visibility, and stronger results.
Sure, I love a good spreadsheet or scorecard. But I love watching people get better at something they care about a whole lot more.