I rebuild messy service businesses.
The product first, then the demand, then the pricing, then the software that holds it together. I do all four myself. Right now I run operations, marketing, and sales for a multi-site outdoor recreation company in Idaho, and I wrote the platform it runs on.
- 3.5xguest growth, 1,279 → 4,475+
- ~147,000annual website visitors, up from ~17,000
- 5.0★across 639 Google reviews, #1 in market
- 44seasonal staff across multiple bases
What I actually do
Most operators are either a systems person or a growth person. The work I do needs both, because a demand engine pointed at an inconsistent product just manufactures bad reviews, and a beautifully run operation nobody can find doesn't survive either.
So the sequence matters. Standardize the product so it's the same every time. Build demand where there wasn't any. Price for the demand once it exists. Then build the operating system so growth doesn't turn into chaos, and so the business stops depending on whoever happens to remember everything.
Work
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Rebuilding demand in ten weeks
Our largest institutional account fell from ~50% of revenue to under 20% on a policy change, during a year the whole region was reported as drought. We were about to let every new hire go. By May we'd broken every record the company had, before the season opened.
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From invisible to #1 rated
The company had almost no online presence. Traffic went from ~17,000 to ~147,000 annual website visitors, an organic video library past 3.6M+ views, and a 5.0-star reputation across 639 Google reviews. Mostly guerrilla tactics and content, not budget.
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Nothing gets dropped
Booking software takes the reservation and goes quiet. It never tells you a balance went uncharged, a lead sat unanswered, or a guide is in a canyon with no signal. This is the layer that watches all of it and tells a person what needs them.
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Building a guide-training program from nothing
No program existed when I started. A multi-week bootcamp, a curriculum of 50+ real whitewater case studies, and a debrief culture that held trip quality steady while the company grew 3.5x. 100+ guides have come through it.
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The operating platform
The company dispatched trips off a whiteboard. I built what replaced it: crew, vehicles, trips, food, and compliance in one system, with a configurable engine that catches a double-booked van or an unqualified guide before the boat ramp instead of after. 696 commits and 566 production deployments, most of it shipped mid-season while the operation was live.
Where I'm useful
Vertical software for experiential and outdoor hospitality, and the multi-unit operators it serves. The same four problems repeat across all of them: seasonal labor in towns nobody wants to commute to, capacity gated by permits or physical constraints, inventory that perishes nightly, and an operation that lives in one person's head. I have run all four at once, and built the system that answers them.
The transferable part isn't rafting. It's that booking software solved the transaction and left the operation unbuilt, which is the seam I think is worth building into.