An operations leader who builds software around the way work actually happens.

I have spent nearly three decades working in operations across quick service restaurants, retail, warehouse and logistics environments, and service businesses. Throughout that career, one habit has remained consistent: when I see a process that creates confusion, wasted time, unnecessary errors, or inconsistent decisions, I start looking for a better way to handle it.

That approach existed long before I created JY Foundry.

As an operations leader, I have managed staffing, labor, inventory, customer service, training, safety, performance standards, and day to day execution. I have worked in environments where decisions must be made quickly, often while balancing customer demand, employee needs, financial expectations, and problems that were not part of the original plan.

Those experiences shaped the way I solve problems. I start with the workflow. I look at what people are currently doing, where the process breaks down, what information is missing, and whether a proposed solution will actually make the work easier.

A new system should not become another obligation that consumes time without providing value. A good operational tool should be efficient, easy to use, and useful within the work that is already happening. It should either improve a measurable result or make a necessary task simpler, faster, and more consistent.

I experimented with building applications earlier in my life, but there was a long period when software development was no longer part of my work. The growth of artificial intelligence changed that. It made development accessible to me again and reignited the part of me that enjoys building systems and solving problems.

At the same time, I continued noticing operational problems at work.

One of the clearest examples involved forecasting and labor planning. Managers were expected to make staffing decisions based on the number of cars a location might process, but there was no consistent daily forecasting process. We usually had a general sense of whether a day might be busy or slow, but adding hours, cutting hours, or changing staffing could still feel subjective.

Experience and judgment will always matter, but I wanted managers to have something more concrete than instinct alone.

I began collecting and organizing historical operational data myself. That work eventually developed into Forecast Flow, a tool designed to estimate future car volume and give managers a more structured starting point for planning.

The forecast did not need to predict the future perfectly to be useful. Its purpose was to provide better information than having no formal forecast at all.

LaborFlow grew from the same problem. I originally created an Excel based labor calculator that translated staffing guidelines and expected car volume into a clearer labor recommendation. Once Forecast Flow existed, it made sense to turn that spreadsheet into a separate application.

Today, I use Forecast Flow and LaborFlow in my operational role at the Apple Valley Mister Car Wash location. They are not company wide systems or officially endorsed applications. They are tools I developed and use to support planning and decision making at the site level.

The same operations first thinking led to the rest of the JY Foundry portfolio.

Goals Flow helps me organize weekly operational plans, daily priorities, performance goals, and manager communication. Talent Flow is being developed to help managers prepare for candidate screening and interviews, particularly when they have limited hiring experience. Customer Flow is also in development and is intended to help managers organize their response to customer concerns without replacing judgment or human conversation.

These applications are not designed to replace managers.

They are designed to support them.

An experienced manager may use a tool to save time or organize information. A newer manager may use the same tool to gain structure and confidence while developing their own judgment. In either case, the manager remains responsible for the decision.

My background gives me a different starting point from someone approaching a problem only as a software developer.

I understand what happens when a business is understaffed, overstaffed, disorganized, or forced to work around an inefficient process. I know that a feature may sound useful in theory but fail if it adds too many steps to an already busy day.

That is why I care less about adding technology for appearance and more about whether a tool saves time, fits the workflow, and helps someone make a clearer decision.

This is not a new direction disconnected from my operations career. Software has become another way for me to continue the same work I have always done: identify recurring problems, understand how they affect people and performance, build a practical solution, and improve it through use and feedback.

JY Foundry gives me a way to organize and demonstrate that work.

A résumé can summarize positions and responsibilities, but it cannot fully show how someone thinks. This portfolio provides concrete examples of how I approach operational problems, how I turn observations into systems, and how I continue learning beyond the boundaries of my formal role.

I am not presenting myself as a traditional software engineer or a generic technology founder. I am an operations leader who builds software because I understand the problems, have worked inside the workflows, and believe many everyday business challenges can be handled more clearly and efficiently.

The applications are the visible result.

The larger story is how I think, what I notice, and what I can help an organization improve.