At Business Builders, I took over the Support and Hosting departments which had little to no visibility to profitability nor pain points to address on a consistent, proactive basis. Support work was being done with inconsistent billing—much of it given away for free. Hosting had high server expenses eating into margins, no standardized processes, and no systematic way to monitor performance or costs.

Transform both departments into profitable, well-managed operations with clear processes, visibility, and sustainable margins, while maintaining service quality for existing clients.

I led comprehensive improvements across both departments:

Support Department:

• Conducted full review of support processes with the team to identify inefficiencies
• Identified billing opportunities—work that should be billable was being given away free
• Implemented better hourly billing structure for clients
• Created monitoring and iteration cycles to continuously improve

Hosting Department:

• Led search for alternative hosting platform equal or better than current solution at lower cost
• Coordinated migration of 100+ existing sites to the new platform
• Led onboarding of 75 new clients migrating from their existing hosts
• Managed high-touch communication with clients and their IT teams
• Established recurring tasks covering income/expense auditing and server health monitoring

We had a high-value client with a SaaS product where we were not performing at a high level. Delivery was inconsistent, the client lacked visibility into request status, and our internal team had no standardized workflow. The relationship was at risk.

Research and implement a comprehensive DevOps process to streamline development, improve delivery quality, increase client visibility, and push the SaaS product forward—while rebuilding client confidence.

I researched industry best practices and implemented a multi-layered improvement:

• Established development code standards with documentation requirements
• Implemented external Kanban board giving client real-time visibility
• Created bi-weekly strategy meetings (wins, improvements, next priorities)
• Designed 8-stage workflow: Planning → Estimate → To Do → In Progress → QA → My Review → Client Review → Deploy
• Tasks arranged in sprint buckets with allocated hours and priority ordering

When I became Director of Development, our team was using informal Waterfall processes. Delivery was unpredictable, requirements changed mid-project without adjustment, and estimates were frequently wrong.

Transition the team to Agile methodology while maintaining ongoing client delivery.

• Introduced Scrum incrementally—starting with standups and sprint planning
• Added Kanban boards for work visibility
• Trained the team on Agile principles, not just practices
• Started retrospectives to identify what was and wasn't working
• Adjusted client communication to include sprint demos
• Adapted practices to what worked for our team—not dogmatic Agile

Traditional CMS platforms come with complexity: databases, admin interfaces, security vulnerabilities, maintenance overhead. I wanted to explore whether AI could replace traditional content management.

Build a proof-of-concept website using AI as the content management system—no database, no admin interface.

• Designed a file-based architecture using Markdown for content
• Integrated Claude Code as the "CMS"—content created through AI conversation
• Built the site in PHP with Tailwind CSS for modern, fast performance
• Implemented proper SEO, schema markup, and security headers
• Deployed to production at travissutphin.com

Business Builders was growing but lacked systematic operating processes. Strategic priorities weren't clear, accountability was informal, and meetings consumed time without driving outcomes.

As part of the leadership team, help implement a business operating system that would create clarity and accountability across the organization.

• Studied the Traction framework and adapted it for our context
• Partnered with leadership to get buy-in for implementation
• Rolled out components incrementally: scorecard metrics, rocks (quarterly priorities), weekly meeting rhythm
• Facilitated initial meetings until the rhythm was established
• Continuously refined based on what was working