PROBLEM SOLVED CONSULTING
Integration is the work. Specialization is the obstacle.
Operational doctrine, analysis, and advisory for distributed service enterprises — built on 35 years of running integrated operations at scale.
Most distributed service enterprises fail at integration.
Food services, environmental services, facilities engineering, water and wastewater, clinical engineering, capital projects, supply chain, safety and risk, laundry and linen. Each has its own language, its own metrics, its own professional culture. Each is typically led by a specialist who understands that domain deeply and the others incompletely.
The result is familiar. Departments optimize locally. Capital plans proceed without full operational input. Quality failures get attributed to the wrong root cause. Leadership transitions reset doctrine because doctrine was never codified. The organization performs as a confederation of specialists rather than a unified enterprise.
This is not a technical problem. It is a doctrinal one.
Outcome-defined enterprise integration.
My practice is built on a single methodological conviction: start with the outcome you need, then work backward to identify the straightest line of events necessary to produce it. Do this across every service line simultaneously, and integration stops being a coordination problem and becomes a design problem — one that can be solved with the same rigor any engineering discipline applies to its work.
I have spent 35 years applying this thinking as a division executive inside national operators, as CEO of a multi-hospital cooperative, as a regional vice president scaling multi-state portfolios, and as founder of my own practice. The service lines change. The doctrine does not.
Three ways to engage.
Doctrine
For leaders building or rebuilding the operating framework of a distributed service enterprise. Engagements typically include governance design, delivery standards, and the establishment of operating doctrine that survives leadership transitions.
Analysis
For organizations that need a rigorous assessment of current state against what outcomes require. Includes proprietary financial modeling, operational diagnostics, and capital program evaluation — grounded in the analytical tooling I have built over three decades of practice.
Advisory
For executives navigating specific strategic or operational decisions — turnaround leadership, capital project oversight, service-line redesign, or integration across newly acquired operations.
The Book
I am completing Outcome-Defined Enterprise Integration — a full-length operating doctrine for distributed service enterprises, covering governance, delivery frameworks, implementation pathways, and outcome measurement. Publication 2026.
Engage
For senior engagements and executive roles:
ian@problemsolvedconsulting.pro | (281) 210-6594 | Spring, Texas