Find what's breaking.

Build what scales.

Cross-functional operating diagnostics for companies navigating growth, scaling, complexity, and change.

Cross-functional operating diagnostics for companies navigating growth, scaling, complexity, and change.

Principal-led.

Principal-led.

Let’s talk.

/ Approach

See the whole system.

Problems rarely belong to one function. The diagnosis doesn’t either.

01

01

Growth

Growth

The market says yes. Revenue, headcount, locations, customers, and complexity all move at once.

The market says yes. Revenue, headcount, locations, customers, and complexity all move at once.

02

02

Complexity

Complexity

More people, more systems, more handoffs, more decisions. The company gets harder to run.

More people, more systems, more handoffs, more decisions. The company gets harder to run.

03

03

Constraints

Constraints

Decisions slow. Executives get pulled into issues they should never see. The symptom shows up in one function; the cause lives in another.

Decisions slow. Executives get pulled into issues they should never see. The symptom shows up in one function; the cause lives in another.

04

04

Diagnosis

Diagnosis

Two weeks, across the whole operating system: root causes, dependencies, risks, and what has to change before the next stage.

Two weeks, across the whole operating system: root causes, dependencies, risks, and what has to change before the next stage.

05

05

Scale

Scale

Clear priorities, sequencing, ownership, and the decisions leadership needs to make to build the company the next stage requires.

Clear priorities, sequencing, ownership, and the decisions leadership needs to make to build the company the next stage requires.

The diagnostic concludes with recommendations. Implementation is scoped separately.

The diagnostic concludes with recommendations. Implementation is scoped separately.

How the two weeks work

/ Growth & Scale

Build the company the next stage requires.

Build the company the next stage requires.

The systems, roles, processes, management structures, and decision rules that work at one stage rarely scale indefinitely. Scaling is not bureaucracy. The objective is more organizational capacity without more organizational complexity.

The systems, roles, processes, management structures, and decision rules that work at one stage rarely scale indefinitely. Scaling is not bureaucracy. The objective is more organizational capacity without more organizational complexity.

Find what’s breaking

Bottlenecks. Operational friction. Poor handoffs. Founder dependence. Leadership overload. Weak systems. Bad data. Unclear ownership. Decision delays. Integration failures. Hidden risks.

Build what scales

Clearer ownership. More management capacity. New operating rhythms. Redesigned processes. Stronger handoffs. Better data. Scalable models.

/ How It Works

2 weeks

Long enough to understand the system.
Short enough to force prioritization.

Long enough to understand the system.
Short enough to force prioritization.

Week 1

Week 1

Understand the system

Understand the system

Review strategy, growth, operations, organization, processes, systems, data, governance, decision-making, risk, and future plans. Talk directly with the people closest to the work. Compare how leadership believes the company works with how it actually works. Identify bottlenecks, workarounds, dependencies, decision delays, capacity problems, weak handoffs, conflicting assumptions, and future scaling constraints.

Review strategy, growth, operations, organization, processes, systems, data, governance, decision-making, risk, and future plans. Talk directly with the people closest to the work. Compare how leadership believes the company works with how it actually works. Identify bottlenecks, workarounds, dependencies, decision delays, capacity problems, weak handoffs, conflicting assumptions, and future scaling constraints.

Week 2

Week 2

Diagnose + design

Diagnose + design

Connect problems that initially appear unrelated. Identify root causes, constraints, dependencies, risks, and priorities: what needs attention now, what can wait, what will matter more with growth, and what must change/be built for the next stage. You leave with a cross-functional diagnosis, growth constraints, operating-model gaps, sequencing, and recommended actions.

Connect problems that initially appear unrelated. Identify root causes, constraints, dependencies, risks, and priorities: what needs attention now, what can wait, what will matter more with growth, and what must change/be built for the next stage. You leave with a cross-functional diagnosis, growth constraints, operating-model gaps, sequencing, and recommended actions.

Not months of discovery. Not a consulting team. Not a framework forced onto every company. Principal-led. Cross-functional. Two weeks. Clear diagnosis. Clear priorities. Recommended actions.

Not months of discovery. Not a consulting team. Not a framework forced onto every company. Principal-led. Cross-functional. Two weeks. Clear diagnosis. Clear priorities. Recommended actions.

Let’s talk.

/ When to call

The company that got you here may not be the company that gets you there.

The company that got you here may not be the company that gets you there.

The founder is involved in every important decision.

You added people, but still don’t have capacity.

Growth is outrunning the current operating model.

Teams disagree about what the actual problem is.

You're adding locations, markets, or enterprise customers.

An acquisition closed, but integration isn't going as planned.

You're considering a COO or Cheif of Staff before defining the problems they'll own.

AI tools are spreading faster than operations or people can absorb.

A portfolio company is not performing as expected.

You're preparing to sell, step away, or hand the business on.

Diagnose what will limit the next growth stage.

Don’t wait to address change. Change won't wait to surprise you.

/ Sale, exit & succession

Build a business someone else can actually own.

What makes the company dependent on me?

What will worry a buyer?

What should be fixed before going to market?

What needs to happen first?

A business is more valuable when it can run without you.

Successful businesses are built around the owner. That creates value while the owner is present and risk when the owner wants to leave. Key-person dependence, undocumented processes, thin management depth, informal decisions, weak reporting, and fragmented systems all show up in diligence. I find them before a buyer does. This is operational readiness, not banking, brokerage, or valuation.

/ Global practice

Global advisory, but Tampa Bay and Sarasota are home.

Global in scope

Syllogiq is a global advisory practice, but headquartered in Sarasota, Florida. I live here, and I care whether companies in Sarasota and Tampa Bay grow, stay strong, create more good jobs, and transition well.

Multinational operating models, distributed organizations, regional structures, U.S. market entry, international expansion, cross-border integration, and global workforce, systems, and data are what I know.

Local by commitment

As more locally founded businesses expand, one question keeps emerging:

What operations and decisions should be regional or global, and what should remain local? Standardization isn't typically right. Neither is localization. The right structure is nuanced.

/ About

Portrait of Renee Rudczynski

Renee Rudczynski
(ruh-ZIN-ski)
Founder, Syllogiq

Renee Rudczynski
(ruh-ZIN-ski)
Founder, Syllogiq

Serious about systems.

Considerably less serious about myself.

More about Renee

Bring me the problem that doesn’t belong to one function.

Bring me the problem that doesn’t belong to one function.

Let’s talk.