What this site is

I run a three-location tennis operation in Austin. About 50 staff, open 363 days a year, thousands of players coming through the courts. Most of my job is judgment under steady pressure: which problems the team should own, which I should own, which are worth solving at all, and which are quietly costing us more than the fix would.

Running an operation this size taught me that every operational problem is also a leadership problem. A recurring inventory drift is a clarity problem. A missed handoff is a definition-of-done problem. The work is naming both, then doing the harder thing the situation calls for.

This site is where I write about that work. Expect notes on the calls I make and the ones I get wrong: definition of done, clarity as a management tool, self-regulation under pressure, kindness versus directness, and the dozen other things nobody teaches you before you’re managing 50 people. Some of it is people work. Some of it is process. A recurring slice is software, because I have a CS degree and when a problem is mechanical and no one’s judgment is improving it, I build the tool that ends it.

Some notes will be text, some video. None of it is polished thought leadership. It is a working log.

If any of it is useful to you, or you are running an operation and want to compare notes on any of the above, email me.