I started Blue Ribbon Ops because I kept seeing the same two problems — and nobody was solving the gap between them.
I spent over seven years in enterprise SaaS, selling AI-powered platforms and complex technical solutions to companies like Kellogg's, Grupo Bimbo, Beiersdorf, and Panera. I had hundreds of conversations with VP and C-suite buyers about how AI could transform their operations. And across all of those conversations, two patterns kept repeating.
The first: companies that assumed AI was out of reach. They'd heard the hype, seen the headlines, and concluded that meaningful AI adoption required millions of dollars in infrastructure, a team of data scientists, and a year-long implementation timeline. So they did nothing. They stayed on the sidelines while the technology matured around them — not because they didn't see the potential, but because they thought the barrier to entry was far higher than it actually was.
The second: companies that went all-in on the wrong things. Leadership would get excited, greenlight a six-figure platform purchase, and roll it out across the organization. But nobody asked the teams who'd actually use it whether it solved a real problem. Nobody invested in enablement. Six months later, the tool was sitting there with 10% adoption and a lot of frustrated employees who saw it as one more thing they were told to use but never taught how.
The gap between those two extremes is where the real opportunity lives. Most companies don't need a massive AI transformation. They need someone who can walk their team through what's actually possible with tools they can start using this week, identify the specific workflows where AI will make a measurable difference, and build enough capability internally that the organization doesn't need to rely on outside help forever.
That's what Blue Ribbon Ops does. I don't sell software. I don't build custom AI models. I help your team get competent with AI, prove value on real work, and scale what's working — in weeks, not quarters.