Andrea Florescu

I started my career inside operating teams — the people who actually have to make things work once the planning is done. That experience shaped everything about how I work today. I've sat through the all-hands where leadership unveiled a plan that made perfect sense on paper and landed with silence on the floor. I've stepped into businesses where good people were stretched thin, communicating around each other instead of with each other, and working inside systems that made sense three years ago but couldn't keep up with where the business had grown.

What I noticed, across every industry and every size of business, is that the surface problem is rarely the real one. Teams aren't struggling because they lack ambition or effort. They're struggling because the structure hasn't kept up with the growth. The roles aren't clear. The handoffs break down. The founder is still the decision-maker for things that should have been delegated a year ago. And everyone is working harder than they should have to, just to hold it together.

That's what I came to understand, and it's what I focus on now. Across Construction, Engineering, Healthcare, Home Services, and Professional Services — with additional work in Manufacturing and Higher Education — I've seen the same patterns repeat in different languages. And the thing that cuts through them every time is the same: technology is almost never the actual problem. Clarity is. When the right people, the right processes, and the right clarity are in place, everything else — including the technology decisions — gets easier.

Today I work with founder-led service businesses from my home base in the Seattle area. I'm brought in when a business is ready to move from reactive to intentional — when the founder knows something needs to change and wants someone honest enough to say what it is.