Expertise

Consulting

Discovery, framing, and recommendations that a client can carry after the meeting.

Discovery

The first conversations are for learning the system: who decides, what information they trust, what has already been tried, and which constraints are real. The CincyLogic discovery form is deliberately limited to practice-level context.

Problem framing

I separate the symptom that started the project from the decision the project has to support. A framed problem names the boundary. An unframed problem expands to fit the available tools.

Requirements

Requirements are a consulting artifact when they let a person who was not in the room test whether the work is done. They are also a project-management artifact. The two pages are the same skill at two altitudes.

Stakeholder translation

Clinical operations, administrators, analysts, and technical teams can all be correct in their own vocabulary and still be describing different objects. Translation is the work of making that visible.

Recommendations

A recommendation should say what to do, what it depends on, and what would change my mind. The assessment model ends in a next step: Build, Operate, or Improve, rather than a pile of observations.

Executive synthesis

Synthesis is not shortening. It is choosing the level at which the decision becomes clear, and leaving a path back to the evidence. That pattern is spelled out on the communication page.