Evidence-backed work
Across five documented cases, Jeremy diagnoses the operating problem, makes proportionate business and technical decisions, delivers the change, and remains accountable after launch.
What the collection demonstrates
Together the cases show repeatable strength in process diagnosis, system decisions, delivery, communication, adoption, and continuing ownership—not a claim to master every underlying platform.
Trace roles, rules, records, handoffs, exceptions, and the decision people need to make.
Improve an existing platform, connect systems, build a focused layer, or redesign the workflow itself.
Test, launch, explain, monitor, correct, and leave clearer ownership behind.
Five complementary cases
The cases are ordered to show range without losing the common thread: useful systems must fit the operation and survive contact with real work.
01 · Enterprise system rescue
Jeremy preserved the GIS foundation, learned an unfamiliar CMMS, rebuilt its operational structure, launched it by July 21, 2023, and continued extending it.
Organizational scope: approximately 100 employees; not a verified active-user count.
02 · HR systems modernization
After vendor installation and basic configuration, Jeremy led operating design, customization, integration, testing, rollout, support, reporting, and the roadmap.
Approximately 95–100 employees in scope; no unverified savings or active-use claim.
03 · Custom application
A role-aware training application moved from proactive discovery through a live parallel pilot, a production rule correction, and continuing support.
Reporting moved from more than an hour to minutes by firsthand estimate; current production is Apps Script and Sheets.
04 · Operational visibility
A lightweight internal dashboard turned automated Avaya exports into team views that supported coverage, status checks, resource movement, and anomaly awareness.
Written historical evidence records refresh improving from approximately 120 seconds to approximately 5 seconds.
05 · Customer experience
Jeremy used telephony data and workflow mapping to implement a three-stage model, measure its first result, and support the team through months of adoption.
Average wait: 55.8-second pre-change average across 18 workdays versus 9 seconds on one first measured post-change day, which had lower call volume.
What this means for a client
A recurring bottleneck, scattered record, confusing handoff, underused platform, or reporting burden is enough to begin. The first job is to understand the operation and define a useful outcome.
The recurring pattern is not “build custom software.” It is choose and deliver the right level of change.
A rough, non-confidential description is enough to identify the likely first step.