Services — ABCDataworks

I work with organizations that want their operations to be an advantage — not a bottleneck. My consulting is focused on three areas that tend to overlap in practice, because the best improvements touch all three.

Operational AI

AI is most useful when it's woven into the daily work people already do — not when it's a standalone initiative with its own steering committee. I help organizations identify where AI can reduce friction, improve decisions, and free up time, and then I help them actually implement it.

This means working with real workflows, not theoretical ones. It means understanding what your team actually spends time on before recommending what a model could do instead. And it means building in the training and feedback loops that let people trust the tools they're using.

Looks like	Workflow audits, AI tool selection and integration, prompt engineering for internal tools, pilot design and evaluation, documentation and training
Good for	Organizations that want to use AI practically — not as a press release, but as a way to make Tuesday afternoon less painful

Microautomations

I didn't coin this word, but I use it because it describes something important that gets lost in the conversation about "digital transformation." Most operational improvements aren't big platform migrations. They're small, targeted automations: the form that populates itself from a spreadsheet, the notification that fires when a contract is 60 days from renewal, the onboarding checklist that creates its own task list.

These aren't glamorous. They don't require a six-month implementation timeline. But they compound. A dozen microautomations across an organization can return hundreds of hours a year — and, more importantly, they remove the kind of low-grade drudgery that makes people stop caring about process.

Looks like	Process mapping, automation scripting (Google Apps Script, JavaScript, VBA), workflow triggers, data pipeline cleanup, SOP creation
Good for	Teams that are drowning in manual process and know there's a better way — but don't have the bandwidth or expertise to build it themselves

Change Readiness

New tools fail when teams aren't ready for them. New processes fail when people don't understand why things are changing. I've seen it happen with expensive CRM rollouts, with well-intentioned policy changes, and with automation projects that technically work but nobody uses.

Change readiness isn't a soft skill — it's an operational discipline. It means involving the right people early, building rollout plans that respect people's time and capacity, creating training that actually teaches, and following up long enough for new habits to form. I've led this work for an organization that grew from 3 to 100+ people, and the lesson I keep re-learning is that the human side of change is the whole game.

Looks like	Stakeholder alignment, rollout planning, training design and delivery, SOP development, post-implementation follow-up, feedback loop design
Good for	Organizations going through transitions — new systems, new structures, new leadership — that want the change to actually stick

How engagements work

Every engagement starts with listening. I need to understand how your organization actually works before I can recommend how it should work differently. From there, scope and format depend on what's needed: some projects are a focused two-week sprint, others are ongoing advisory relationships.

Assessment	I spend time understanding your current operations, talking to the people who do the work, and identifying where the real friction lives.
Proposal	I present options — not a single "trust me" recommendation. You'll understand the tradeoffs.
Implementation	I build, train, document, and follow up. I don't hand off a deck and disappear.
Handoff	The goal is always for your team to own it. I build for independence, not dependency.