meet tricia
I work as an independent business and operations consultant for small and mid‑sized teams. My work sits at the intersection of revenue, people, and systems: fixing profit leaks, choosing and implementing the right technologies, clarifying roles and org structure, and managing logistics and building supply chains and vendor relationships that actually support day‑to‑day operations. I pay attention to how the tech and AI landscape is reshaping work, and I factor that into how I design processes, tools, and teams so they hold up under what’s coming next. My background spans clinical and research operations in healthcare and multi‑location retail, so I’m comfortable moving between regulated, high‑stakes environments and fast‑moving frontline teams.
I’m a systems thinker with a therapist’s ear and a front‑line operator’s grip on execution, comfortably moving from big-picture strategy to hands-on implementation. I’ve spent my career translating between patients, staff, and executives, solving functional problems and building operations that actually work for all three.
Who i am
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I start by listening for the real problem, not just the loudest symptom. From there, I map how people, tools, and money actually move through the system, then design changes that are small enough to implement and big enough to matter. I stay close to the front line while we test and adjust, so the solution holds up in real life, not just on a slide deck.
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I care about programs and operations that are humane and sustainable, not just for the people doing the work, but for the communities and ecosystems they touch. I don’t sell shiny fixes I wouldn’t use myself, and I’m frank about trade‑offs. I’d rather help a team build something resilient and honest than chase short‑term wins that burn out people or quietly push costs onto the planet.
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My work has always lived at the intersection of people, systems, and change. I’ve run clinical and research operations in academic medicine, led technical and systems projects as a director at a recruiting firm (including partnering with engineers on an enterprise‑wide tool rebuild), and built and fixed programs and operations for growing organizations. I’ve worked as both an internal leader and an external consultant, which means I know what it takes to get buy‑in, navigate constraints, and still ship the work. That range lets me translate between executives, staff, and the people they serve — and design strategy and execution that actually works for all of them.
