I’m a strategist, problem-solver, and lifelong collector of seemingly unrelated skills that turned out to be surprisingly related after all.

Hi, I’m Lexx

I’m a strategist, problem-solver, and lifelong collector of seemingly unrelated skills that turned out to be surprisingly related after all.

Hi, I’m Lexx

How did I end up doing this?

I've spent my whole life doing things backwards.

I am the most left-handed person I know. Genuinely, I've often joked that I should just donate my right hand to someone who could put it to better use, as it is useless to me.

That sounds like a strange thing to mention on a business consulting website, but stay with me.

Most of the world wasn't designed for the way I naturally interact with it. Scissors, doors, notebooks, desks, tools… even something as simple as watching someone demonstrate how to do something and realizing that copying them exactly isn't going to work for me.

So, for as long as I can remember, I've been translating.

What are they actually trying to accomplish? Which parts of the way they're doing it matter? Which parts only exist because that's how they've always done it? And how do I make it work from where I'm standing?

Somewhere along the way, that stopped being something I did only with my hands.

It's how I look at almost everything.

I’ve spent my whole life doing things backwards.

I am the most left-handed person I know. Genuinely, I’ve often joked that I should just donate my right hand to someone who could put it to better use, as it is useless to me.

That sounds like a strange thing to mention on a business consulting website, but stay with me.

Most of the world wasn’t designed for the way I naturally interact with it. Scissors, doors, notebooks, desks, tools… even something as simple as watching someone demonstrate how to do something and realizing that copying them exactly isn’t going to work for me.

So, for as long as I can remember, I’ve been translating.

What are they actually trying to accomplish? Which parts of the way they’re doing it matter? Which parts only exist because that’s how they’ve always done it? And how do I make it work from where I’m standing?

Somewhere along the way, that stopped being something I did only with my hands.

It’s how I look at almost everything.

Turns out, that's a pretty useful way to look at a business.

Turns out, that’s a pretty useful way to look at a business.

Seeing things differently is only useful if you know what to do with what you see.

Over my career, I've worked across a weirdly broad collection of roles and responsibilities. Marketing and brand development, operations and business management, systems and process design, client experience, creative work, and plenty of things that never fit neatly into a job description.

At the time, I wasn't intentionally building some perfectly curated multidisciplinary skill set. I was usually doing what I've always done: learning whatever I needed to learn to solve the problem in front of me.

Seeing things differently is only useful if you know what to do with what you see.

Over my career, I’ve worked across a weirdly broad collection of roles and responsibilities. Marketing and brand development, operations and business management, systems and process design, client experience, creative work, and plenty of things that never fit neatly into a job description.

At the time, I wasn’t intentionally building some perfectly curated multidisciplinary skill set. I was usually doing what I’ve always done: learning whatever I needed to learn to solve the problem in front of me.

every new Skill and Piece of experience I gained changed the way I understood the others.

Marketing taught me that a great message can't compensate for a frustrating customer experience. Operations taught me that an efficient process isn't particularly useful if nobody actually wants to follow it. Management taught me that the people inside a system matter just as much as the system itself. Creative work taught me how much the smallest details can change the way something feels.

And working across all of them taught me to stop looking at problems in isolation.

That's probably the most valuable thing all of that experience gave me: context.

When I look at a business now, I'm rarely looking at just the website, or the workflow, or the marketing problem someone originally called me about. I'm looking at how that piece connects to everything around it… and whether fixing one thing could make three other things work better, too.

Sometimes the answer is a better process. Sometimes it's clearer messaging, a new system, a redesigned customer experience, or something neither of us expected when we started talking.

I don't need to arrive already knowing the answer.

I need to know how to find it and how to turn it into something that actually works.

Marketing taught me that a great message can’t compensate for a frustrating customer experience. Operations taught me that an efficient process isn’t particularly useful if nobody actually wants to follow it. Management taught me that the people inside a system matter just as much as the system itself. Creative work taught me how much the smallest details can change the way something feels.

And working across all of them taught me to stop looking at problems in isolation.

That’s probably the most valuable thing all of that experience gave me: context.

When I look at a business now, I’m rarely looking at just the website, or the workflow, or the marketing problem someone originally called me about. I’m looking at how that piece connects to everything around it… and whether fixing one thing could make three other things work better, too.

Sometimes the answer is a better process. Sometimes it’s clearer messaging, a new system, a redesigned customer experience, or something neither of us expected when we started talking.

I don’t need to arrive already knowing the answer.

I need to know how to find it and how to turn it into something that actually works.

Your business should support your life. Not consume it.

You probably didn't start your business because you dreamed of spending your days troubleshooting broken processes, chasing invoices, rewriting the same email for the hundredth time, or trying to remember which of the seventeen things living in your head you forgot to do.

You started it because there was something you wanted to do. Something you were good at. Something you cared about. Something worth building a business around.

Somewhere between doing that thing and running the business that grew around it, things got complicated.

I don't think growth should automatically mean more chaos.

I don't think every successful business needs to become a huge business. I don't think the answer to every problem is more software, more marketing, more staff, or more hours. And I definitely don't think the person who built the business should become the permanent workaround for everything that doesn't work.

You probably didn’t start your business because you dreamed of spending your days troubleshooting broken processes, chasing invoices, rewriting the same email for the hundredth time, or trying to remember which of the seventeen things living in your head you forgot to do.

You started it because there was something you wanted to do. Something you were good at. Something you cared about. Something worth building a business around.

Somewhere between doing that thing and running the business that grew around it, things got complicated.

I don’t think growth should automatically mean more chaos.

I don’t think every successful business needs to become a huge business. I don’t think the answer to every problem is more software, more marketing, more staff, or more hours. And I definitely don’t think the person who built the business should become the permanent workaround for everything that doesn’t work.

I think a good business should become more supportive of the person behind it as it grows.

The systems should carry more of the weight. The processes should make sense to the people using them. Your marketing should sound like you. Your customers should have a better experience without creating more work for you. And the different parts of the business should work together instead of constantly competing for your attention.

The goal isn't optimization for optimization's sake. It's creating enough balance that your business can flourish without requiring you to hold every piece of it together with both hands.

Or, in my case, one particularly useful left one.

The goal isn’t optimization for optimization’s sake. It’s creating enough balance that your business can flourish without requiring you to hold every piece of it together with both hands.

Or, in my case, one particularly useful left one.