Gleason Insight
Gleason Insight
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Selected Work

Work built around real operational problems.

Anonymous examples of practical operational improvements, including results from prior leadership. Details are generalized where appropriate.

Service verificationField operationsClient documentation

Field Service Verification

The problem

Service completion was hard to prove consistently; photos, notes, job details and client proof were scattered.

What we found

Completion proof relied on texts, photos, spreadsheets and manual follow-up. Office teams chased updates, clients lacked a clear record, and large off-the-shelf platforms added cost/complexity that did not fit.

What we built

A purpose-built field-service system connecting service activity, completion evidence, photos, job information and client-facing documentation.

Operational impact

Replaces scattered proof and repeated follow-up with a clearer process designed to save admin time, make completion easier to verify and give clients better visibility.

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Cleaning operationsWorkflow managementClient communication

Cleaning Service Operations

The problem

Job details, scheduling, photos, completion proof, client communication and reporting were manual or disconnected.

What we found

Assignments were hard to organize, proof was disconnected from job records, client updates took extra effort and reporting created unnecessary follow-up.

What we built

A centralized service-management system connecting job details, scheduling/assignment, documentation, photos, completion proof, client communication and admin oversight.

Operational impact

Reduces manual coordination, creates a clearer job record and gives clients more consistent information without more admin work.

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Property inspectionsCustom softwareReporting

Property Inspection Operations

The problem

Inspections were manual, photos/findings scattered, reports slow to assemble, manager visibility weak, and available software was too complex/costly.

What we found

The operation did not need a large generic platform; it needed field work, findings, photos, reporting and manager visibility connected.

What we built

A custom inspection system centralizing inspection activity, findings, documentation, reporting and manager oversight without unused platform complexity.

Operational impact

Reduces manual report assembly, keeps inspection records together, improves manager visibility and avoids paying for unnecessary software capability.

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Cemetery operationsIssue managementMulti-site visibility

Cemetery & Death-Care Operations

The problem

Multi-location cemetery operations had fragmented issue reporting, unclear ownership, inconsistent completion proof, and limited visibility into field reconnaissance work across sites.

What we found

Managers needed clearer ownership and status across locations, field teams needed obvious next actions, completed work needed proof, and mausoleum reconnaissance updates were disconnected from the visibility managers needed.

What we built

A role-based issue-management system for reporting, verifying, assigning, starting, completing, and closing work with before/after documentation, notifications, and multi-location visibility. Separately, we built a working mausoleum-reconnaissance specification/prototype showing how field progress and manager oversight could live in one connected workflow.

Operational impact

The issue-management workflow replaces informal handling with a more traceable process for accountability and closure. The reconnaissance prototype demonstrated how a disconnected field-to-management process could be brought into one system. The reconnaissance work was a specification/prototype, not a deployed production system.

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Process redesignProductivityOperational management

Manufacturing & Business Operations

The problem

The business needed substantially more output and sales capacity, but adding headcount to every constraint would have increased cost without fixing the underlying workflow problems.

What we found

In a prior leadership role, capacity was being lost to workflow friction, unclear ownership, and day-to-day execution issues rather than a simple lack of people.

What we changed

Redesigned workflows, clarified accountability, improved operating processes, and tightened day-to-day execution so the existing team could handle materially more work.

Operational impact

Sales/output tripled without additional headcount and productivity improved approximately 25%.

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