We walk your field, fix what's broken, and run the cadence until the P&L turns. Audits, labor and operations — rebuilt by an operator who's actually run them.
Most engagements start with one of these six patterns. The first two weeks find the constraint. The next ninety days fix it — with your people, on your cadence, on the floor.
Brand standards score well on paper, fall apart on a Friday close. Compliance is a binder, not a behavior.
DMs and regionals living visit-to-visit. No cadence between them. Numbers arrive too late to act on.
Schedules built on instinct. Overtime quietly bleeding the P&L. Turnover the only KPI moving.
Field consultants playing cop, not coach. P&L conversations skipped. Standards slipping unit-by-unit.
One facility or region dragging the portfolio. Plans exist. Execution doesn't.
Promoting from the floor with no path. The next regional doesn't exist yet — and the current one is leaving.
LIV is led by Joe Rico — twenty years of regional and district leadership across Adidas, GameStop, iFLY and SEI. One engagement at a time.
Engagements run six weeks to twelve months. Most start with a two-week field diagnostic. Always one engagement at a time.
Field consultant to franchisees, area developers and franchisors. Store visits, P&L coaching, merchandising execution, brand-standard audits and partnership development — the franchise business consultant seat, run by someone who has actually held it.
Operating cadence, KPI architecture and field scorecards for DMs, regional directors and VPs of operations. Audit accuracy, labor utilization, shrink, ATV and CSAT — re-wired so the field stops flying blind between visits.
Region or unit in the red? Two-week field diagnostic, three moves (not thirty), then we run the cadence until the P&L turns. iFLY West: −36% opex in twelve months, CSAT 85 → 93 on this playbook.
Fractional Regional Director, VP of Operations or Director of Field for PE-backed portcos and founder-led operators who need a senior field operator before they need a full-time hire. Skin in the game, in the field, on cadence.
Each pattern maps to a service line. No mystery, no upsell ladder — we start with the one that fixes the constraint.
Rebuild audit cadence and scoring so standards stick on a Friday close.
Install the operating cadence and field scorecards between visits.
Reset scheduling, kill the overtime leak, recover gross margin.
Coach to P&L, not to a binder. Field partnership over enforcement.
Two-week diagnostic, three moves, cadence runs until the P&L turns.
Senior field operator in seat — develop the bench while results land.
Two weeks on the floor. Walk the work, read the numbers, talk to the operators who actually know. Written diagnostic: what's true, what's broken, what to do.
Build the 90-day plan with your team, not for them. Constraint-first. We pick three things, not thirty. We name owners and dates.
Inside the cadence with your leaders — weekly ops review, daily standups when it counts. The plan moves because someone is watching it move.
Hire the bench, document the cadence, leave. The exit is the deliverable. If you still need me in six months, I didn't do my job.
Inherited a five-facility region. Expanded to nine in under two years while integrating new openings nationwide. Rebuilt scheduling, scorecards and the regional cadence. Revenue +14% YoY against plan; operating expense −36% in twelve months; CSAT 85 → 93.
Took a district of 21 stores doing $25M and ran them top-10% nationally for five consecutive years. Lifted ATV $22 inside twelve months — a 15% bottom-line uplift. Engagement scores climbed 23% YoY on a leadership-development program built from the floor up.
Stood up a cloud-based audit and workforce tracking system across a franchise field portfolio. Audit accuracy +31%, time-edit discrepancies −90%, on-time work completion +23%. Coaching cadence with operators replaced the old binder-and-spreadsheet drift.
Names withheld at client request. References available on a working call.
"We'd run the same playbook for years. Joe walked four stores in a week and named the leak by Friday. The fix paid for him before quarter-end.
"Our schedules looked clean on paper and bled on Saturdays. He rebuilt the cadence with my GMs in the room. Now they own it, not him.
"We'd been stuck in the low 90s for two years. The diagnosis was operational, not training. He fixed the operation. The score followed.
"Three line items, three calls, three fixes. No deck. The recovery was sitting in our P&L the whole time — we just couldn't see it.
"He wouldn't take the regional seat permanently. He built three of my GMs into people who could. That's the work I actually needed.
He showed up, found the constraint inside a week, and put two of our own people in charge of fixing it. By the time he left I couldn't remember which ideas were his and which were ours.
I take a small number of engagements at a time. The first call is a working call — bring the messy version of the problem, not the cleaned-up one.
