About the Firm
Built around execution,not advice.
Converge Initiative is a business transformation and operational excellence practice for organizations that need results in the operation, not another assessment on the shelf.
Photograph
Reserved for a professional founder portrait.
- MBBLean Six Sigma Master Black Belt
- PMP®Project Management Professional
Founder
An operational transformation leader who has run the work, not just recommended it.
The practice is led by an operational leader with extensive experience across operations and technology — improving how organizations run, and then executing the initiatives required to change it. That includes business process improvement, continuous improvement systems, technology-enabled transformation, and project and program execution at an executive level.
Two disciplines sit behind that work. Lean Six Sigma, at Master Black Belt level, provides the method for understanding variation, waste, and constraint — for proving what is actually causing performance rather than what is assumed to be. Modern project management, held through the PMP, provides the structure to turn that finding into a delivered outcome across predictive, agile, and hybrid work.
They are not separate skill sets. Agile grew out of software and became how serious organizations run work precisely because it operates the way Lean does: small batches, fast feedback, waste removed, value delivered now instead of perfectly later. Practiced together, analysis and delivery stop being a handoff between two teams with different incentives.
Full biography
Placeholder — an expanded professional biography covering roles, industries, and representative transformation work will be published here.
Why the combination matters
Lean and modern project management are the same physics under two names.
These are usually sold as separate professions by separate firms. Run together by one operator, they compound.
Lean is a flow discipline
Reduce batch size. Expose the constraint. Remove the work that adds no value. Decide from data rather than from opinion. That is what Lean has always been, long before it was a certification.
Agile is those mechanics in delivery
Agile started in software and grew into how serious organizations run work, because it moves the way Lean moves: small batches, fast feedback, kill the waste, deliver value now instead of perfectly later.
The PMP stopped being a monument to the Gantt chart
The credential is majority agile and hybrid now. It stopped asking whether you can build a 400-line schedule and started asking whether you know when to throw one out.
The rare skill is running both halves at once
Real programs have a predictive half and an adaptive half. The work is running each on its own rules, and governing both honestly, without pretending they follow the same status format.
The validation standard
A number is not a result until someone in finance signs it.
The savings figures on this site exist because they cleared a standard. Here is the standard.
Baseline before change
The measure and its baseline are agreed and documented before any change is made. A baseline reconstructed after the fact is not a baseline.
Hard savings only
Cost removed, capacity released, hours eliminated, revenue recovered — traceable to a cost line or a real operational measure. Estimated soft benefit is reported separately and never added to the total.
Finance signs off
Validation belongs to the client's finance function, not to the consultant. If they will not sign the number, the number does not count.
Re-measured, not assumed
The measure is re-run after the change has been in the operation long enough to be real. Improvements that reverted are removed from the total.
Green Belt certification uses the same standard: a project must deliver $25,000 or more in validated hard savings before the certification is issued.
How we work
Evidence before opinion
We start in the data and on the floor. Conclusions are defensible or they are not stated.
Accountable for the outcome
The person who sizes the opportunity stays through delivery. No handoff to an implementation team.
Build capability, then leave
Ownership, cadence, and method transfer to the organization. Dependence on us is not the business model.
Who we work with
Every size. The same discipline.
Any organization with a process worth improving — a single-location family business, a nonprofit, a growing multi-site operation, or a large investor-backed group. The discipline does not change with size; the scope does.
Small & locally owned
One location, a handful of people, and an owner doing three jobs. The work is scoped small and practical — one process, one measure, changes your team can run without a program office.
Growing & family-owned
Volume has outgrown the way the work was originally set up. Standard work, clear roles, and a measure that keeps quality intact while the business scales.
Mid-sized & multi-site
Several teams, sites, or systems doing the same work differently. Baseline all of it, prove the redesign in one place, then roll out with the same measures everywhere.
Large & investor-backed
A portfolio of initiatives competing for the same management capacity. Sequenced delivery, governance that fits both predictive and adaptive work, and benefits finance will sign.
- Small & locally owned businesses
- Family-owned & owner-operated
- Nonprofit & public sector
- Manufacturing
- Distribution
- Insurance
- Financial services
- Technology
- Healthcare
- Professional services
Start the conversation
Start a conversation.
A short conversation about the outcome you need, the constraint in the way, and whether we are the right partner for it.