Creighton Spencer

What I do

Practical help for work that isn’t working

Sometimes you need to find the cause. Sometimes you know the problem and need to fix it. Sometimes you need an experienced person to own the work.

01 / Find the cause

Diagnose the problem

For when something is underperforming and the reason still isn’t clear.

What I do

I look at the work, talk with the people doing it, and compare what they’re experiencing with the data. I trace where the process breaks and what keeps the problem in place.

What you get

A written account of what’s breaking, why it’s happening, and what to address first. It’s yours to keep whether or not we work together afterward.

Problems this fits

A system is live but people aren’t using it. Workarounds have become the normal process. Different locations get different results, and nobody can explain the difference.

02 / Move into execution

Fix the active problem

For when the problem is understood well enough to act.

What I do

I work with your team to change the workflow, recover a struggling implementation, prepare for go-live, or improve adoption. We agree on who owns the work, how exceptions get handled, and how we’ll know the change is working.

What you get

The change running in live operations, with clear responsibilities and measures that show whether it’s holding.

Problems this fits

A rollout keeps slipping. Duplicate work continues after implementation. Training is complete, but day-to-day use is inconsistent. The same exceptions keep coming back.

03 / Add an accountable owner

Add experienced operating capacity

For when a complex initiative needs independent ownership and experienced execution.

What I do

I provide hands-on project or implementation leadership, fractional operations support, or ongoing advice. I stay close to the work and accountable to your leadership team.

What you get

An experienced owner who keeps decisions, follow-through, and delivery moving.

Problems this fits

Managers are holding an initiative together alongside their regular jobs. A cross-functional project needs a clear owner. Your team needs experienced delivery capacity through rollout and stabilization.

How the work moves forward

Start with what’s actually happening

I don’t start with a predetermined solution. I start by finding where the work breaks and listening to the people who deal with it every day.

Agree on what needs to change

Then we decide what needs to change, who owns each decision, and how we’ll know whether it worked. Your team can see and challenge the plan before it goes live.

Put it into practice

We plan the rollout, align the people involved, train the people doing the work, and deal with the problems that appear under real conditions.

Make sure it holds

Day 31 is the real test. Once the implementation team steps back, ownership, adoption, and exception handling still have to hold.

I measure what happens after launch and correct weak adoption, recurring exceptions, and drift from the agreed process.

The work is complete when the new way of working no longer needs constant rescue.

Tell me where the work is getting stuck

We can start with what you know, what you’re seeing, and what needs to change.

Let’s talk