About
I've spent eighteen years running operations and logistics inside large organizations: keeping people, supplies and schedules moving, writing the procedures, and leading the teams that carry them out. More recently I ran day-to-day operations for a property management company. Different worlds, same lesson every time. The work almost never breaks where people think it does. It breaks where something true never got said out loud.
That's what Delphine Group is built on. I sit with the owner first and name what is actually going on, before anything gets built. Then we build it together: the funding file, the procedures, the hiring system, and the training that lets your people run it without you. Your people stay. You make every decision. I ran this business through its own diagnostic before I offered it to anyone else.
The mark
The mark is a delta drawn in three lines, and it reads as a D. Why a mark about change, on a company that keeps saying ground first? Because change only lasts when it has something to stand on.
I've seen how companies run from the bottom and from the middle. Not yet from the owner's chair.
A technician on call. A ticket queue. Daily vehicle checks. Working inside a strict hierarchy, and living with systems that didn't work, built by people who never had to use them.
The person organizations hire once they're big. HR for several hundred people. A vehicle fleet. Logistics. Full-cycle hiring, from the posting to the first day.
I haven't been the owner yet. That's why I build for owners: I know what it costs the people below when the system lives in one head.
Generic names, honest labels. Paid, unpaid, employee or founder, it says which. These are early engagements, and there are few of them. I won't dress that up.
An indoor sports facility. A short unpaid trial.
An initial operations audit during a short unpaid trial I chose not to continue. I found the need for an updated desk manual, an on-the-job training package, tournament planning protocols and SOPs. Everything was being done from scratch, the first time, every time.
A property management firm, two buildings. Employee role.
Day-to-day operations for two buildings, as a member of staff, not as a consultant.
A family holding company. Unpaid, family.
An operating plan of 194 tasks across 14 sections. Five business plans and briefs. A system for rating sources. A five-year timeline. A financing brief.
A vehicle imaging startup.
Building a young company from the inside, with everything that comes with it.
Delphine Group.
This business runs on its own written system. I ran it through its own Read before I offered one to anyone else.
Different sizes, different work. Do any of these sound familiar?
The meeting agrees. Does anything change on Monday?
Every question, every exception and every approval goes through one person.
What the records say and what is on the shelf, or in the bank, drift apart.
The most willing people pick up whatever nobody owns, until they can't.
Everyone is told everything, so who knows what matters?
18 years
leading people and operations.
Several hundred
people I ran HR for.
5
organizations I have worked inside and built on.
1 to 200 people
the companies I work with.
Twenty minutes, free. You tell me what is going on and I ask questions. If I am not the right help, I will say so.