I Know What It Is Like to Run the Business Behind the Software

Before GraftPoint, I spent a decade building a recruitment software company from the ground up. That meant living inside the operational details: customer workflows, payroll pressure, onboarding, support, product decisions, finance, and the constant tension between what the business needed and what the systems could handle.

I know the frustration of watching manual processes that worked when a business was small become fragile as it grows. The spreadsheet that used to be convenient becomes a single point of failure. The workaround that saved time becomes the process. The software that solved one problem creates another handover for someone in the office to manage.

I founded GraftPoint for businesses in that messy middle: too operationally complex to keep relying on ad hoc fixes, but not large enough to justify a full-time technology executive.

I hold a Doctorate in Statistics, with research in Queuing Theory: the study of how work moves through systems under real-world constraints.

That sounds academic, but the application is practical. Leads wait. Jobs wait. Stock waits. People wait for information. Invoices wait for approvals. Reports wait for someone to clean the data. A business improves when you understand where the waiting, rework, and handovers are actually happening.

I use that systems lens to help owners, GMs, and operations managers see where technology is slowing the business down and what is worth fixing first.

When you hire GraftPoint, you get me.

You get the perspective of a founder, the discipline of an auditor, the analytical depth of a statistical doctorate, and the technical capability to understand what your vendors, systems, and automations are actually doing.

My job is to help you turn technology into a predictable, well-governed part of the business rather than a collection of tools held together by memory and goodwill.