About us
Most consultants hand you a strategy and leave.
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You get a presentation, a document, maybe a follow-up call three weeks later. Then you're on your own trying to implement something your team didn't help build, using systems nobody's been trained on, wondering why nothing's changed.
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That's not how I work.
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When you bring me in, I'm not there to observe from a distance and report back. I'm in it, sitting with your team, learning how things actually work, finding what's costing you time and money before you've had a chance to name it. Then I build the fix. Then I make sure your team can run it without me.
What that Looks Like:
— Documents and manuals your team reads because they helped shape them, not because they were told to
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— New workflows with clear ownership built into every step, so work moves forward without someone having to push it
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— Dashboards that give your leadership team real visibility into what's happening — not a snapshot from last month, but what's happening now
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— A team that understands the new systems, not just one that's been introduced to them
Who I work with:
I work with construction, healthcare, and professional services businesses with 15–80 staff. Not because I can't work elsewhere, but because I understand the operational structures of these industries in a way that most generalist consultants don't, and I've watched those consultants make the same mistakes in these businesses repeatedly. I'd rather work where I know I can get it right.
This is a different operating system:
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I hated big crowds. Going out to eat was the worst. Birthday parties were hard. Bowling, roller coasters, swimming pools, basically anything that a kid was supposed to love, I hated.
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It was always a constant struggle to be dragged along to anything growing up, working overtime to understand what was going on around me. Often, I didn't try. I just brought a book with me, sat at the end of the table, and tuned out my surroundings.
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I was labeled as quiet, antisocial, hard to bring out, and hard to bring around. So, I would get left out easily, bullied easily. But those things were never fun for me. Not because they weren't fun, but because they came with strings. I had to interact with screaming kids and loud adults while constantly adjusting my position, my angle, playing puzzle pieces with fragments of sounds just to understand what was happening around me.
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I'm hard of hearing, completely deaf in one ear, and have borderline hearing in the other ear. I can't hear anything in loud places (roller coasters, swimming pools, bowling alleys). Most of my life has been spent reading lips, reading postures, and piecing together conversations from whatever fragments I could catch. Defending myself for not knowing what was being said.
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But during those times — sitting alone at the end of the table, reading my book in a crowded room — I was watching. Reading lips. Reading the space between words. You learn a lot about people when you listen to them. You learn more about who they are when you watch them.
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Becoming an operations consultant is in my factory settings. I have always pieced together problems to make solutions clear. I have always found the question when I needed an answer, the missing piece when I had the puzzle.
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This is what I have been training to do my entire life.
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Having the ability not to hear has created some difficult moments. It has also created skills I bring into every client engagement. You have a problem. I can find it, by looking, by looking between the lines, by diagnosing what's broken before you've had time to name it.
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This is not a disability. This is a different operating system.
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And it so happens this is precisely what a 40-person construction firm, a healthcare organization, or a professional service agency with multiple sites needs when they are trying to determine why everything is suddenly more difficult than it should be.
Jordan B King
Founder
Eleven years of operational chaos and counting
I didn't start in a consultancy. I started in the work itself, inside businesses that were growing faster than their processes could keep up with, watching the same problems repeat themselves across different industries, countries, and team sizes.
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Over the past eleven years, I've worked across construction, healthcare, and professional services in the United States, Canada, the United Kingdom, and Europe. I've been the person called in when communication had broken down completely, when managers couldn't escape their own inbox, when teams had no idea what anyone else was working on, and when all of it was getting worse, not better, because the business kept growing.
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I've helped a chiropractic clinic just starting build the operational foundation it needed to become a proper part of the university community it served. I've helped construction and healthcare businesses grow from one office to three or four without the wheels falling off. I've built workflows, process documents, reporting systems, training programmes, and more spreadsheets than I care to count, and I genuinely love every bit of it.
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I hold a Master's degree in Healthcare Administration, Health and Social Care, and Business Administration. I've also completed coursework in Artificial Intelligence for Business, Technology, and Communications. I'm based in the UK, having lived and worked across four countries, which means I understand both how US and UK businesses operate and where the assumptions that cause problems between them tend to live.
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The credentials matter. But what gets me out of bed in the morning is the messy middle, the Excel document that takes hours to get right, the long Word document that finally makes something clear, the moment a client says, "That's exactly what we needed, and I didn't even know how to ask for it."
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I'm a helper. This just proves that I'm a useful one.
Here's what I actually do
I work with businesses of 15–80 people who are growing faster than their processes can keep up with.
That looks different depending on where the problem is. Sometimes it's a process that nobody's documented, sometimes it's a reporting system that doesn't exist, sometimes it's an onboarding process that relies entirely on whoever has a spare afternoon.
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Whatever it is, I find it, fix it, and make sure your team can run it without me. That means:
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Processes that work — and that your team actually helped build, so they follow them
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Documentation that lives in the business, not in one person's head
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Reporting that tells you what's happening before it becomes a problem
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Onboarding that doesn't depend on whoever has the most patience that week
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Operational support for the tasks that keep landing on the wrong desk
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If one of those sounds like your business, you're in the right place.