About NPI

During COVID, my supervisor pulled me off the team I was on and handed me a crisis. She needed a quality assurance system built for an epidemiology department. That was not my area. I told her that. She told me she did not care.

I had one week to get trained. Eight weeks to build a team and make it work.

We moved data accuracy from 37% to 86%.

Before that I stood up a health and wellness department from a single idea. Research, development, implementation, funding. Fully operational. Still running seven years later without me.

I have walked into pools, boardrooms, nonprofit offices, and public health departments where teams were not failing because the people were not capable. They were failing because nobody had created the conditions for them to succeed.

That is a systems issue. Not a people issue.

So we build the system. We make sure it works within the infrastructure that already exists. We hand it over. And we leave.

That is what we do. A solution that is operational inside the structure you already have. Nothing that requires us to stay. Everything that allows you to move forward without us.

I once was an EMT. Then I fell in love with public health because I was chasing the same thing, the root cause. The thing underneath the thing that explains everything else.

Then COVID happened and I fell into grant writing. And I was good at it. I have authored and helped award over $19 million in grants. I know this space deeply and I am proud of that work.

But Austin, Texas decided that was all I was. And I let it for a while.

The societal norms of where I live and the industry I was in put me in a box. Grant writer. That was the label. That was the lane. Even when I was standing up departments, rebuilding teams, and solving problems that had nothing to do with a grant application, people still called me the grant writer.

The truth is I have been a fixer since early in my management career. I come in when you are looking for someone who can think outside the box, who is resilient in their dedication to finding a solution, and who understands the frustration of not being able to get the answer you need. Because that was me. That is why I left EMS. That is why I moved into public health. That is why I became an entrepreneur. I see a problem and 

I build a solution.

Now I do it with the right people behind me, exactly when I need them.

I lead every engagement personally. That never changes.

For guide work, personal consulting and North Star Sessions, it is just us. One conversation, one relationship, me directly.

For fixer work, when a project's scope, timeline, or size actually calls for it, I bring in specialists I trust: grant strategists, nonprofit experts, fundraisers, program developers, foundation relations specialists, people who have done this inside real organizations with real stakes. They are not a standing team. They are the right person, brought in for the right reason, for exactly as long as the project needs them.

You will always know who is in your corner, and why they are there, and that I am the one who brought them.

I tell you all of this because you deserve to know what you are actually getting.

Not a consultant who learned this from a course. Not a name on a proposal who disappears once the contract is signed. I have built things from scratch, fixed things that were falling apart, and walked away leaving people stronger than I found them. $19M+ in grants secured. Systems still running years after I left them. A TEDx stage. An Austin 40 Under 40 finalist nod. None of it borrowed from a team.

When a project calls for more hands, I bring in the right ones. But I am the one who sees what is actually happening, and I am the one who tells you the truth about it, even when it is uncomfortable.

If you have ever thought, I wish I found someone like this sooner, you are exactly who I built this for.