Most operations researchers have never made payroll while a system failed around them. These ventures are where my research meets reality — live laboratories for scheduling, capacity, staffing, and the gap between the plan and what people actually do.
A medical aesthetics practice spanning hair restoration, medical weight loss, and aesthetics — co-founded with my wife in Morgantown, WV, and expanded to a second location in Fairmont in 2025. Running a clinic is a daily course in the physics this site is about: no-shows, scheduling templates, capacity that exists on paper but not in the room. Every operational idea I write about gets tested here first, on a business I can't afford to be wrong about.
The consulting firm where the operational instincts were forged. Hotel turnarounds — including restructuring a struggling airport property to a 30-point jump in guest satisfaction and the #1 ranking among 300 corporate-owned hotels — healthcare engagements, and real-estate operations. Hospitality is healthcare's stochastic twin: perishable capacity, variable demand, and service that happens in the moment or not at all.
In development: a healthcare operations venture focused on translating scheduling, capacity, and perioperative-flow research into a practical operating model. More details will be shared after launch.
The through-line is deliberate: I research capacity businesses, I write about capacity businesses, and I own capacity businesses. When the research says slack is necessary or that paper capacity isn't real access, that isn't theory to me — it's last Tuesday. The businesses keep the research honest, and the research keeps the businesses ahead.
I take a small number of advisory engagements with clinics, hospitals, and capacity businesses on scheduling and no-show systems, capacity design, turnaround operations, and the behavioral side of implementation.