Advisor · Speaker · Founder of Ordovance · Houston
I take the problem nobody has untangled—a deal that stopped moving, a decision that will not move, work that fights the people doing it—and carry it all the way to something your people actually use. That is how I built the only GPS for conversation.
Stop beginning with the technology. Begin with the work.
Ordovance — the only GPS for conversation. What to do. What not to do. As it happens.
See it at ordovance.com ↗Where I help
They need the right information, tools, permissions, and decision structure around the work they already carry. I help organizations find the difference between useful capability and expensive noise.
Tools and pilots are multiplying, but leadership cannot point to the work they are supposed to improve.
Employees compensate for disconnected systems, repeated entry, scattered knowledge, and unclear handoffs.
The information is strong, but nobody is sure who decides, who owns the risk, or what happens next.
Build, buy, automate, integrate, or leave it alone: the organization needs a defensible way to choose.
Ways to work together
The first engagement finds the real problem. The deeper work carries it through to a system your people actually use—and I stay until it works.
A focused examination of where work, information, technology, and decisions are breaking down—and what would create the greatest value first.
Translate the strongest opportunity into a practical system design: users, workflow, information, human oversight, risk, and implementation sequence.
See the blueprint →Independent guidance while your organization evaluates vendors, runs pilots, governs AI-enabled work, or carries consequential decisions.
See ongoing advisory →The operating principle
Most people do not need to study the machinery behind every tool they use. They need a tool designed around the job, the decision, and the consequence.
That means starting with the human system: what someone is trying to accomplish, what makes it difficult, what information matters, who owns the result, and where technology can responsibly remove friction.
Read: Stop teaching the tool. Improve the work. →
Applied in a high-stakes industry
At EOR USA 2026 in Houston, I presented Decision Intelligence for Enhanced Oil Recovery—showing how strong technical work still stalls when nobody is clear on who decides, who owns the risk, and what happens next.
See talks and live sessions →Specialization
When the stakes are real, the missing piece is rarely more information. It is a clear answer to three questions: who decides, what proof is enough, and what happens next.
Information tells you what is true.
A decision system tells you what to do next.Good teams get stuck. They study the same thing twice, push it upstairs too soon, or move ahead with nobody owning the result. I evaluate the decision system around the work, design a better one, and help build it—so the next step is clear and someone owns it.
See how it works →Thinking you can use
Practical writing for leaders trying to make better choices about systems, AI, and consequential work.
Why the best AI-enabled system may be the one employees barely have to think about.
Read the field note → Leadership guideSeven questions to resolve before buying software, automating a workflow, or commissioning a build.
Read the guide → Decision briefWhy a major EOR project stalled, read from the public record—and the question that moves it.
Read the Bakken brief →Company and founder
The same path, raw problem to finished solution, run on the hardest problem I know: the conversation where the deal is won or lost. Ordovance tells your people what to do and what not to do, as it happens, in your company’s own voice—for sellers and buyers. The advisory work is personal; this is where organizations engage me directly.
You do not need to know which technology you need. Start with the work, decision, or system that is creating friction.