We bring structure to how work moves through your firm, using written-first systems and practical AI.
PGP looks closely at how your firm actually works. You describe one workflow in writing — what arrives, who touches it, where it waits — and we find where structure and practical AI remove friction.
We don't sell software and we don't hand you a dashboard. Everything we find and everything we recommend arrives as a written document your team can act on without us in the room.
We work on one thing at a time, and we finish it before we start the next.
You describe one workflow in writing: how it enters the firm, who handles it, where it stalls. Twenty or thirty unhurried minutes, and it does not need to be polished. No meeting required.
Jay reads for where the work is losing time. Andrew reads for where AI can carry part of it safely. You get one short written assessment, three to five pages, covering how the work moves today, where the time goes, what we would change, and what we would leave alone.
Specific, practical, in order. What to do first, then next, then later, and why. Written so your team can begin on Monday without calling us.
Optional, and genuinely optional. Firms that want a founder-level second opinion keep us on a monthly retainer. Firms that don't can walk away with something that works without us. That is the whole point of writing it down.
When we look at a workflow, every minute falls into one of three kinds.
Someone is doing the thing that matters.
Someone is doing something that has to happen but creates nothing. Re-typing information that already exists somewhere. Reformatting. Chasing a signature.
Nothing is happening at all. The file sits.
One file, beginning to end. Proportions are illustrative — what matters is the shape.
The common mistake
Most firms assume the way to go faster is to do the work faster. It almost never is.
Waiting is usually the largest of the three, and it is the one a firm cannot see from the inside, because it never lands on anyone's desk as their problem. A file that sat eleven days waiting on one document cost you eleven days, and nobody in the building experienced those days as a delay. There was no task for it. No one was late.
That is what we look for. It takes no software and no stopwatch. It takes attention, and someone who has spent a career noticing the difference between how work is supposed to happen and how it happens.
We use this every day. Not as a product we are selling you — as the way we work. It is in our drafting, our research, and how we run our own firm. That is not a pitch. It is just where the tools are now, and it is why we can tell you what they actually do instead of what a vendor says they do.
Which means we will also tell you where they break. These systems are confidently wrong on a regular basis. They are good at the fourth draft of something repetitive and unreliable at anything requiring judgment. And they fail quietly — an automated step stops running and nobody notices until a deadline is missed. We have watched all three happen. The rules below are not hedging. They are what we learned.
So no, we do not think AI is going to run your firm. We also do not think you can sit this one out. The useful position is the unglamorous one in the middle: find the work that genuinely repeats, hand that part over, keep a person on the end of it, and write down why.
Four rules we hold ourselves to
Where an AI tool drafts something that reaches a client, a customer, or a counterparty, someone on your team reads it first. We will not design a workflow where that step is optional, or where the reviewer is unnamed.
A reminder that quietly stops firing is invisible until it costs you something. So for every step that runs on its own, we write down who checks it and how often.
We tell you what to ask a vendor — what they retain, what they share, whether the system learns from what you put into it. Which product you buy is your call, and the right answer changes faster than any document can keep up with.
Every recommendation carries the argument behind it. If a regulator, an insurer, or a client ever asks why your firm does something a particular way, the answer should already exist on paper rather than in someone's memory.
We never touch your client data, and we never log in to your systems.
Operations Architect
Jay has spent five decades inside operating businesses, most of them accountable for the numbers. He was Chief Financial Officer of a steel corporation, then its President through a turnaround, then an owner who bought a company and grew it from $10 million to $45 million. He has spent that career finding the gap between how work is supposed to happen and how it happens.
LinkedInAI Systems Partner
Andrew was selected into airborne cryptologic linguistics, a career field most candidates don't finish, and handed a language he didn't speak with a deadline to become fluent in it. That set the pattern: enter an unfamiliar domain, learn it properly, then build something with it. He builds the systems a review calls for, and makes certain a person is standing in the right place when one of them runs on its own. MIT Professional Education, applied AI and machine learning.
LinkedInStart
Twenty or thirty minutes, in your own words, about one workflow. We read it and send back a short written assessment of where the time goes and what we would change. No meeting required.
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