Brent Rafferty
A Lean Six Sigma Black Belt who ships the software. Most people who build your systems have never run an operation. Most people who fix your operation cannot build the system.
Ten years running community health center operations. Twenty clinics at the largest, budgets up to $12 million, medical, dental, pharmacy and behavioral health. I implemented the electronic health record, built the scheduling and visit workflows, and owned the reporting that went to funders and boards.
Now I do that work for other organizations, and I build the software myself. The discipline underneath it is Lean Six Sigma. Define the process as it actually runs, measure where the time goes, remove the handling that adds nothing, then build a system that holds the improvement in place.
Most small organizations have the same two problems. The real work lives in spreadsheets, paper and someone's inbox. The website is a brochure that only a vendor can change. Nobody connects them, so the staff carry the gap by hand.
Sit with the people doing it. Find where data enters, where it stops, and who retypes it. Not the process on paper, the one that actually happens.
Hours per month spent on double entry and on rebuilding the same report. This is the number that decides what gets built and what gets left alone.
Intake, the database underneath it, and the reports that come out the other end. Built backward from what has to be produced, not forward from a form.
An admin side your staff runs without calling me. Control stays with the people who do the work. That is what makes the gain hold.
A public sign-up form feeding a staffed queue. Notes, tags, skill search and a follow-up loop, so coordinators can see who came in, what they can do, and who has not been contacted yet. Live and in daily use.
Traced the flow of clinic revenue end to end and resolved a multi-year $1 million shortfall in funding from the state Medicaid office.
Work starts with a paid diagnostic. Two to three weeks, fixed fee. You get a map of the process as it runs today, a picture of where it should land, and a recommendation on what to build. It is yours either way, and there is no obligation to go further.
If we do go further, the build is fixed scope and fixed fee, agreed before anything starts. No hourly billing.
If you are carrying a process by hand and it is costing you real hours, describe it in a paragraph and send it over. I will tell you straight whether it is worth building.