2 weeks

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.

What is limiting growth now

What is limiting growth now

What is beginning to break

What is beginning to break

What will become a constraint next

What will become a constraint next

What leadership should build, change, and do first

What leadership should build, change, and do first

I look across operations, people, process, systems, data, governance, and decision-making to identify what is limiting growth now, what is likely to become a constraint next, and what leadership should do about it. Principal-led. Fixed scope. Fixed fee.

I look across operations, people, process, systems, data, governance, and decision-making to identify what is limiting growth now, what is likely to become a constraint next, and what leadership should do about it. Principal-led. Fixed scope. Fixed fee.

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 quietly harder to run.

More people, more systems, more handoffs, more decisions. The company gets quietly 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.

Two weeks. Fixed scope. Fixed fee. Principal-led. The diagnostic concludes with recommendations. Implementation is scoped separately.

Two weeks. Fixed scope. Fixed fee. Principal-led. 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. Cross-functional root causes.

Build what scales

Clearer ownership. New management capacity. Different decision rights. Better reporting. New operating rhythms. Redesigned processes. Stronger handoffs. Automation. Better data. Stronger governance. Global and local structures that fit.

/ 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 exist 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 exist 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.

Growth is outrunning the current operating model.

The founder is involved in every important decision.

You added people but did not gain enough capacity.

Teams disagree about what the actual problem is.

You are adding locations, markets, or enterprise customers.

An acquisition closed, but it is not one system yet.

You are considering a COO but have not defined the problem.

AI tools are spreading faster than the operating model can absorb.

A portfolio company is not performing as expected.

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

Don't wait for something to fail before diagnosing what will limit the next stage of growth.

Don't wait for something to fail before diagnosing what will limit the next stage of growth.

/ Sale, exit & succession

Build a business someone else can actually own.

Build a business someone else can actually own.

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

Successful businesses are often 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.

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?

/ Global practice

Global advisory, but Sarasota is home.

Global in scope

Syllogiq is a global advisory practice. Multinational operating models, distributed organizations, regional structures, U.S. market entry, international expansion, cross-border integration, and global workforce, systems, and data. The central question: what should be global, what should be regional, and what should remain local? Standardization is not always right. Neither is localization. The right structure depends on the system.

Local by commitment

Syllogiq is headquartered in Sarasota, Florida. I live here, and I care whether companies in Sarasota and Tampa Bay grow, stay strong, create good jobs, and transition well. Businesses here should have access to the level of operating thinking usually reserved for much larger firms. That is not a marketing position. It is where I live.

/ About

Renee Rudczynski
Founder, Syllogiq

Renee Rudczynski
Founder, Syllogiq

“I’ve spent most of my career working on problems that didn’t stay neatly inside one function. That turned out to be useful.”

Operations, executive leadership, workforce and organizational design, governance, data and analytics, systems, automation, AI, M&A and integration, risk, and global organizations — including Mercer / Marsh McLennan and Shutterstock. Clients work directly with me. There is no pyramid and no handoff.

Serious about systems. Considerably less serious about myself.

More about Renee

Find what’s breaking.
Build what scales.

Bring me the problem that doesn’t belong to one function. Two weeks, principal-led, fixed scope.

Bring me the problem that doesn’t belong to one function. Two weeks, principal-led, fixed scope.

Let’s talk.