Advisory

The work is usually some blend of enterprise architecture, solution design, and technical ownership for initiatives that cross systems, teams, and vendors. I sit with executives to frame the problem, work with operations to map the real workflow, and engage technical teams on the architecture, then stay close enough to implementation that the strategy becomes usable.

Engagements tend to take one of three shapes:

• Embedded architecture leadership. Fractional, ongoing work as the technical owner for a modernization program, whether that centers on commerce, enterprise systems, data, or the operations around them.
• Focused advisory. Short engagements for teams making a platform, architecture, data, search, or AI decision and needing a defensible answer, not a vendor demo tour.
• Discovery and workshops. Half-day to multi-day sessions that turn an ambiguous initiative into a sequence of decisions, designs, and delivery paths real teams can act on.

• The ambition is clear (modernize, automate, make better use of data and AI) but nobody has turned it into a sequence of decisions, designs, and delivery paths teams can act on.
• A legacy system is constraining every initiative, and replacing it is not a near-term option.
• Core business data is fragmented across systems, and every downstream project is absorbing the cost.
• A digital initiative needs stronger technical ownership, especially where B2B complexity (contract pricing, procurement integration, quote workflows) breaks the standard playbook.
• Critical workflows still live in email, spreadsheets, and tribal knowledge, and nobody owns the fix.
• The work spans executives, operators, technologists, and vendors, and it needs one person who can hold the thread across all of them.

The case studies show the shape of past work: what was built, why, and what changed. The writing shows how I think about these problems. If both feel like your situation, we should talk.

For conference talks and workshops, see the speaking page.

Email jason@jcapshaw.com with a few lines on the business, the initiative, and where it is stuck. I read everything and reply to anything with a real problem in it.