Ambiguity in. Decisions out.
Business Analyst, Process Engineer and Architect. Founder of Cherrystone, building Ipso.
- years in practice
- organisations
- credentials
derived at load
Journey
How I got here.
Hover or tap a bar or a point. Drag across the chart, or use the slider, to move the “as at” line.
Role by role.
Organisations.
The problem I work on
- Most businesses run on numbers that disagree by Thursday.
- Most process maps draw the waiting as an arrow.
- Most analysis ends in a number. It should end in a decision.
Illustrative business · synthetic data
Analysis fails in two ways. It invents what the evidence does not support, or it drifts until no two documents agree. Everything I build is designed against both.
Never invent. Never drift.
One business, three lenses
Three ways to see one business.
Process Engineer, Architect, Owner. The same eight stages, read three ways. Pull a lever in one lens and the others move with it, because all three read one state.
Illustrative business · synthetic data
The product
Ipso
The Cherrystone method, made testable.
From ipso facto: by the fact itself. Every figure follows from a handful of true numbers.
Three layers, one engine.
- The engine
- The rules that never change, in any industry: how impact fades as it travels, what counts as critical, the nine verbs. The same for a mussel farm and a bank.
- The industry pack
- A sector's own language laid over the engine: its stages, its capabilities, how they depend on each other, its units. Authored once per industry.
- Your overlay
- The only layer that is yours alone: the rates and volumes of your business. numbers in the demo build, and everything else grows from them.
Two kinds of business.
Flow
Something physical moves through stages and loses a little at every step: food, freight, minerals, solar energy, medicine. Measured in tonnes, hours, units and days, and every flow view must balance.
Estate
A landscape of capabilities and systems that depend on each other: banks, insurers, telcos, public bodies. Measured in probability × impact, elapsed days and dependency weight.
A rand figure is an argument; a counted tonne, day or touch is a fact.
The library today.
The views
One question per view.
Try one
One view, running live.
The Interference Field runs here on its real engine. Nudge a cadence and the crunch days, the balance line and the picture re-derive together.
Founder
Why a practice became a product.
, founded in in Johannesburg. I built it to do the work, then built the work into something that scales.
“Improving or building businesses using technology, data, documentation, process & research.”
The stone inside the cherry is small, hard, and contains the whole tree.
From practice to product.
Each step makes the next engagement faster and cheaper to deliver. That is the business model.
Product principles.
Range, with proof.
How a business works, seen from the inside of several.
- Worth Financial EducationTurned a service business into a process-driven, measurable system.
- GroupM (WPP Media)Aligned regional workflows to global operating models across EMEA.
- CapitecCase throughput, ageing and SLA monitoring, specified as semantic models.
- Corporate strategyStudied with the University of London.
- Supply chain and capacity planningFrom supply chain and operations projects at WCH to formal study.
Specs