I read what others miss, then build the path out.
I help leadership teams make the decisions that matter, set the business development strategy to act on them, and take ownership when work across organizations stalls.
Where I’m brought in
I’ve done this from scaling a startup to acquisition to enterprise programs at global manufacturers, and most things in between. The situations vary; they tend to share one of three shapes.
A decision that has to be made, and made well. Leadership sees the options, the stakes are high, and the team needs a clear recommendation to move on.Decision Support
A strategy that needs an owner beneath it. The direction is right; the tactics, partners, and pipeline need someone to run them to results.Strategy & Business Development
A team in crisis. They have tried everything they know and still don’t have an answer that works. Conflict inside the team, conflict outside it, resources, or all three. They need someone to get them past that point.Crisis Logic
If your situation doesn’t fit neatly into one of these, email me anyway. Most of the interesting ones don’t.
Services
Three ways to engage. Each is scoped in writing, run by me directly, and delivered under your name. I own the outcome, not just the advice. No reporting line, no politics, no stake in the answer beyond getting it right.
Decision Support
72-hour diagnostic or 5–7 day brief
One question, one recommendation. When something is stuck, a Rapid Diagnostic gives you root causes and a short action plan in 72 hours. When the decision is larger, a Decision Brief adds stakeholder interviews, a trade-offs table, and a single recommendation with owners and dates.
Part of the work is sitting in on the meetings that matter and reading what the room reveals: who is aligned, who is hedging, and which decision is being avoided. You get the read most people in the room missed.
Strategy & Business Development
Fixed-scope engagement or retained
Set the direction and the business development strategy beneath it: target segments, positioning, partner and channel approach, and the pipeline structure that makes it real. The roadmap names owners, dates, and the guardrails that keep it from sliding back.
If you want the tactics overseen after the strategy is set, I stay on in a retained role and run the operating cadence between meetings, so the strategy becomes results, not a document.
Crisis Logic
For leaders and teams in crisis mode
You have tried everything you know and the answer still isn’t there. The cause may be conflict inside the team, conflict outside it, resources, or all three. I come in, take ownership, and get you past that point. Within days: a one-page plan, named owners, a daily rhythm, a communications tree, and a decision memo after every meeting that matters. Then I run it until the crisis is behind you and the work is moving on its own.
Most of the time the block is something no one in the room can say out loud. Reading it correctly, and saying it, is how the team gets moving again.
How an engagement works
Scope by email, then work. You know what you’re getting before anything starts.
Describe the situation
Email a few sentences on what is stuck, who is involved, and what a good outcome looks like. I reply within one business day.
Scope in writing
You get a one-page scope: what I will deliver, by when, and what I need from you. If a call would help once you’ve read it, we have one. Nothing starts until you approve it.
Work starts within days
I do the work myself. Findings, plans, and results are delivered under your name; my involvement stays in the background.
Most engagements run one to twelve weeks; retained work is month to month. I work under NDA as standard and take a small number of engagements at a time.
Track record
Twenty-five years in motorsports technology, AI platforms, SaaS, and automotive systems.
| GranticFounder · 2019–present | Reorganized implementation and customer success operations for mid-market B2B SaaS clients, cutting cross-team friction 15–20%, delivery overhead 15–25%, and escalations 10–15% while holding customer satisfaction above 90%. Built executive KPI dashboards, workflow documentation, and training that reduced on-site delivery hours 15–25% and rework 10–15%. |
|---|---|
| McLaren Applied TechnologiesVP Operations, U.S. Division · 2011–2019 | Scaled the U.S. business 250% and moved operating margin from 23% to 38%. Delivered NASCAR Cup Series ECU systems with zero on-track failures across eight years. Secured $2.5M+ in enterprise contracts with Apple, Google, and Uber by realigning go-to-market strategy. |
| Rho AIDirector of Operations · 2020–2022 | Identified GM's deepening reliance on the platform as an acquisition path before anyone was discussing a deal. Mapped the relationships, expanded the footprint, doubled SaaS revenue, and built the operational case for the deal. GM acquired Rho AI in 2022. |
| CosworthVP Operations, U.S. Division · 2008–2011 | Reversed a 20% revenue decline and grew the business from $6M to $10M in three years. Won the ten-year NASCAR timing and scoring wireless network contract. |
| Orange BeesDirector of Operations · 2023 | Closed a $1.2M enterprise contract with Continental Tire, negotiated the SoftServe Industry 4.0 alliance, and expanded the BMW post-production quality system into three facilities. |
About
I walk into complex situations, read the organizational and human dynamics that most people miss, and build the path out. Sometimes that is a single decision a leadership team needs to make with confidence. Sometimes it is a business development strategy that needs setting and tactics beneath it that need someone to oversee them. Sometimes it is an initiative spanning several organizations that needs an owner to get it moving again.
I have done that as VP of Operations at McLaren Applied Technologies and Cosworth, and as Director of Operations at Rho AI and Orange Bees: NASCAR and INDYCAR programs delivered without a failure, enterprise accounts opened at Apple, Google, and Uber, a $6M business turned around, and an AI company positioned for acquisition by GM.
I operate best where the stakes are real, the situation is difficult, and someone needs to own the hard parts so the people at the top never have to. Grantic LLC is the entity through which I contract.
Contact
Describe the situation in a few sentences. I reply within one business day.
ryan.tindall@grantic.ai