Fix Your Crew. Or Fix Your Circuit.

Professional troubleshooting for field teams and electrical systems

I’m a licensed Master Electrician, electrical contractor, electrical engineer, and Chief Flow Officer who diagnoses complex breakdowns whether it’s a production line, a field team, or the people running it.

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Not sure which consultation fits your needs? Here's how each one works:

Choose Your Diagnostic Path

What Happens When You Book a Consultation?

Whether it’s a miswired GFCI or a collapsing crew, I walk you through a structured diagnostic process that gets you clarity fast.

Every consultation has four basic steps:1. You Show Me the Problem
--Walk me through exactly what’s happening. Pictures and documentation are very helpful.
Ex: What's tripping? Who’s struggling? Where does the flow stop?2. I Diagnose It in Real-Time
--I ask targeted questions, read failure patterns, and identify likely root causes.3. I Build Your Fix Path
--I explain what’s wrong, why it's happening, and what to do next clearly, without jargon, or corporate fluff.4. You Leave with a Plan
--Walk away knowing exactly what to fix, what to ignore, and how to prevent it from happening again.You’re not paying for vague advice. You’re paying to stop guessing and start fixing.

About Me and My Philosophy

I didn’t learn leadership from books. I learned it by rebuilding broken crews with my back against the wall.

From Apprentice to Master

Shortly after graduating from a university with a semi-useless history degree, I began my career as a know-nothing apprentice electrician.I was the kind of guy who didn’t know the difference between side-cutters and channel-locks or connectors and couplings, but I was too stubborn (and stupid) to quit.I learned fast, took every beating the trade could hand out (including a crushed foot that required surgery and three months of rehab) and kept going. Eventually, I earned my Journeyman and Master Electrician’s licenses and was trusted to run small commercial projects.That’s when things got real.

Thrown Into Chaos

After big early wins on the smaller jobs, I started getting handed larger, more difficult projects where job-site leadership had recently collapsed. If a foreman disappeared from burnout, went to jail, or developed a debilitating drug addiction (sometimes all three!), if trust evaporated, if a crew was on the edge of mutiny, I got the call.Million-dollar deadlines didn’t care about my feelings. I’d be dropped into the middle of a job where no one knew whether to walk off or burn the place down, with superintendents circling like vultures ready to pin the blame on whoever was furthest behind or showed signs of weakness.That’s when I learned something important.Crews break down for the same reasons circuits do.Too much resistance. Bad connections. Unclear load paths. No grounding. Excessive heat. No feedback.

The Leadership Breakdown

But underneath the endless stream of job-site failures, there was something bigger:Too many leaders walked in on day one barking orders, already scared for their jobs, desperate to prove they were the smartest person in the room and deserved to be here, without ever taking time to learn who they were leading or what they were capable of.When that happens, the entire crew becomes immediately limited by the leader’s fear and incompetence.I realized very quickly if my crew could only ever perform as well as me on my best day, we were in trouble. Even with all my licenses, education, and experience, I did not have all the answers.That’s when it clicked.Thirty electricians working together in unison didn’t just follow me. They multiplied me. My effectiveness, reach, and problem-solving ability expanded thirty-fold because I wasn’t leading alone anymore.They supported me the same way I supported them.My success as a leader became directly proportional to the number of people who trusted me enough to fully engage in the mission. My only job was to get them there. The rest took care of itself.Leadership has nothing to do with being the best at the work. It’s about understanding who does the work and giving them the support they need to Flow.

Leadership=Support=Flow

A leader’s only real job is support. Their role is to remove resistance so others can move. If everything a leader does revolves around pressure, threats, demands, and panic, they’re not leading. They are choking progress. They are damming up the Flow.On my crews, anyone in a leadership role who didn’t understand support was quickly replaced. I only appointed people who could stabilize others, build trust, and make forward motion easier.Anyone who stopped the Flow had to go.Fixing projects wasn’t just about pulling wire, running conduit, or reading prints. It was about reorganizing people like circuits, insulating weak points, redistributing current, and rebuilding Flow through human systems.I built crews from scratch and, eventually, at the height of my leadership, ran three major jobs at once while taking service calls and attending electrical engineering classes during the day. Not because I had free time, but because the systems and crews I built flowed so efficiently that my time opened up and I could push myself further to get better.I no longer had to be physically present on any job site to ensure progress on the job site.With the right people and structure in place, I could support and influence motion from anywhere with very little downside or risk to the job.That’s where my concept of Flow was born.Flow is work that moves forward without constant resistance. Where crews operate like aligned circuits pushing progress forward instead of fighting against it.And, just like with electrical systems, crews don’t burn out when Flow is healthy. Burnout doesn’t come from hard work. It comes from an untreated fault in the system.How do you get grown men with families to work eighty-hour weeks for months on end without losing a single leader to burnout?You give them a reason to stay.You give them proper Flow.Working somewhere is always a choice. When a system stops flowing, people don’t just slow down. They will leave and go find a place where the Flow is stronger.Every project I led during those five years finished on time and under budget and is a testament to this way of leading.

The Five-Year Train Wreck

After graduating with my engineering degree, and fresh off several large, successful projects, I transitioned into industrial maintenance and controls systems, expecting to launch the next phase of my engineering career. My confidence was through the roof.Instead, I walked straight into a five-year case study in how bad leadership destroys everything it touches.I worked under managers and engineers who believed they were the smartest people in every room (because of a piece of paper) and made sure everyone knew it. They trusted no one dirtier than themselves, ignored the people doing the work, crushed morale, and tried to force productivity through threats and fear instead of camaraderie and process.The most skilled technicians left as they saw their experience being wasted. Their replacements took about a year to understand that the system was broken before they left too.It was a revolving door.A glutton for punishment, I stayed around to witness the impending crash. It can't be long now!I was absolutely amazed daily by the counter-productive, ill-informed, ignorant, stupid decisions of the people who were too smart to successfully do their jobs.It was an absolute train wreck and I couldn't look away. I had a front row seat.In my five years, we had seven different plant managers, at least twenty different maintenance supervisors or managers, and countless others with "authority to make things happen."Nothing ever changed.During one Christmas break, the entire electrical department, complete with a manager, supervisor, and four electricians (including myself), was broken up and scattered across three buildings, never to work together again.When I got back and asked what happened to the department, I was told by my ex-supervisor and ex-manager's boss that it never existed, and that I was ******* stupid and immature for believing it existed in the first place.Machines failed while highly skilled technicians were told (under threat of termination) to pack boxes instead of fix the problem.Metrics became god to leaders who didn’t understand their people or their equipment. Numbers tanked. Fighting fires became normal.And of course, since the machines were perpetually broke down, the maintenance department was blamed for all short-comings while also being forced into production work.It was a lose-lose situation.Breaks disappeared. Exhaustion set in.The place became a powder keg.By the time I finally had enough and walked away, I hadn't done any actual electrical work for the better part of a year and I was getting very tired of wasting my time.

Why I Do This Now

After five years in that environment, I don't just understand failure. I can feel it. I can hear it in the way people speak. I can see it in how work stalls. I recognize it everywhere I go. I can trace it like a short in a circuit.I see it at the grocery store, in schools, offices, and while camping in the woods.That’s when I knew someone had to teach leaders (especially engineers) how to diagnose both human systems and mechanical systems with the same clarity.I help people uncover the real cause of breakdown whether it’s in a circuit, a crew, or the flow of work itself.I restore Flow before irreversible damage is done.

Explore My Work

Field Tools & Flow Diagnostics
(Worksheets & Systems)

Real diagnostic tools built from real breakdowns. These are practical worksheets, flow maps, and troubleshooting frameworks designed to help leaders see where resistance hides and how to fix it before burnout hits.

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• Micromanagement Bundle
• Expectations Bundle

Articles and Essays From the Floor

Short-form writing on electrical troubleshooting, crew psychology, burnout mechanics, leadership faults, and case studies of flow failure. If you want stories, breakdowns, and lessons that feel a little too real, start here.

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• Read the Manifesto
• Read "The Pit"
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On the Nature of Flow (Book - COMING SOON)

"Visualize the Flow in two dimensions. Picture it laid out like a blueprint grid with four quadrants and the origin at the center.
Without effective leadership, each dot-shaped worker moves independently around that origin, guided by instinct, personal preference, or a partial understanding of the goal. When you map their movement and connect the dots, you don’t get a path. You get a shapeless mess.
A blob.Blobs have no magnitude and no direction. They flail. They stall. They get in their own way. They burn themselves out going nowhere while accomplishing nothing."--On the Nature of Flow, PrologueOn the Nature of Flow is a field-born framework for diagnosing resistance, rebuilding trust, and turning dysfunctional crews into high-flow systems. This is where I document everything I’ve learned from building crews, surviving broken leadership, and engineering systems that keep moving even when pressure hits.

Chapter 1: Expectations out now!

• Read the Prologue for Free

Additional Consultation Services

Get boots-on-the-ground help from someone who speaks both languages

Sometimes, it’s not a policy problem. It’s a leadership one.When teams stall, morale sinks, or communication breaks down, you don’t need another meeting.
You need someone who can walk your floor, speak with your crew, and translate what’s actually going wrong.We offer on-site consulting and support for facilities, job sites, and leadership teams struggling to connect with their skilled tradespeople.This isn’t coaching.It’s tactical support from someone who speaks the language.

On-Site Crew Diagnostics - $2000/day + travel & expenses

What it is:
I join your crew on the floor, in the plant, or at the site and diagnose breakdowns as they happen.What you get:
A full-system failure analysis, resistance mapping, leadership friction report, and a prioritized Flow Reconstruction Plan you can begin executing immediately.Best for:
Plant managers, project leads, or executives who need a neutral expert who speaks both trades and leadership fluently.

Full Project Workflow Overhaul (proposal based)

What it is:
A deep structural audit of your project, workflow, crew structure, and sequencing.What you get:
A full written breakdown of failure causes, bottleneck analysis, redesigned flow sequencing, leadership realignment plan, and phased implementation roadmap.Best for:
Operations or leadership teams facing chronic delays, burnout, failure-to-launch projects, or mutinous crews.

Ongoing Advisory Retainer (limited availability)

What it is:
A monthly retainer where I act as your crew performance advisor, leadership translator, and problem escalation point.What you get:
A set number of calls per month, direct email access, rapid support during breakdown scenarios, and accountability on execution of your reconstruction plan.Best for:
Leaders implementing large shifts who want long-term support keeping the Flow alive.

Speaking and Training Engagements

What it is:
Custom talks, workshops, and leadership training built around Flow, breakdown pattern recognition, troubleshooting culture, and field-driven team leadership.What you get:
A keynote-style presentation, tactical workshop, or custom training experience tailored to your company’s failures and future goals.Best for:
Offsites, plant turnarounds, leadership development days, or culture resets.

Not sure which is right for you? Start with a Flow Triage Call and we'll discuss your individual situation and come up with options.

• Book a Flow Triage Call

Already know exactly what you need?
Reach out directly at [email protected]

Crowned by Fools
and
Praised by Lies

A Cautionary Poem for the Backwards Manager

Lo, the front horse charges forth,
With sweat like shame and snorts of worth.
He tramples paths none asked him clear,
And burdens all with zeal sincere.
But none around him answer praise.
They sip from cups and watch his craze.
He rises early, eats his chains,
Pulls through storms and searing pains.
His teeth are ground, his eyes are dim
Yet none recall the path or him.Behind him, still, in shadows cool,
Reclines the rear horse, calm and cruel.
He blinks but once and takes his rest,
Knowing that sloth, in time, is blessed.
“The yoke,” says he, “is but a prop
The wise shall walk but never trot.
For what is speed but egos game,
And what is sweat but self-made shame?”
“Yet shit,” he says, “shall always rise,
Crowned by fools and praised by lies.”“Who is God like You?” the system cries,
To the loudest beast with bloodshot eyes.
“Power comes not to the wise or swift,
But to the polished turd on an upward drift.
He who groans beneath the plow,
Shall not be king, nor wear the crown.
But he who naps beneath the tree
Shall find the throne comes naturally.”For the system is a latrine turned throne
Where float the turds of name alone.
Behold! The managers who know no tools,
Yet call the tradesmen beasts and fools.
They smile wide and shuffle sheets
And by this magic, earn their meats.The front horse gallops, bruised and bent,
His sweat a tithe, his labor lent.
He shouts of virtue, duty, and pain
But pulls a cart with empty grain.
So let the front horse die in pride,
And leave his hoofprints far and wide.
For management serves not truth nor light,
But raises that which floats by blight.
And still, the rear horse softly grins,
For in this world, the lazy wins.

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Perfect for the desk of every manager in your life.

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Questions? Concerns? Management Horror Stories?
email: [email protected]