INDUSTRIES WE SERVE Connolly Works LLC

Situation: A full-service hotel with 200+ keys and multiple F&B outlets was emerging from the pandemic with inconsistent service delivery, declining guest satisfaction, suppressed group demand, staffing shortages, and years of deferred maintenance impacting revenue KPIs.

What I Did:

• Rebuilt the daily operating rhythm across Rooms, Front Office,      Housekeeping, F&B, and Banquets 
• Designed the “Experience Model” service program — focusing on      all five senses (Sight, Sound, Smell, Taste, Touch) to reset and      elevate the entire guest journey 
• Implemented labor forecasting, scheduling alignment, and      service-recovery protocols to stabilize the guest experience 
• Redesigned the banquet & catering workflow from inquiry → planning → execution → post-event      review 
• Modernized outlet operations with improved menu consistency,      outlet marketing, online ordering, and event programming 
• Coordinated the reopening plan for a multi-million-dollar      renovated event venue 
• Reestablished a full group and transient revenue strategy,      including need-week pricing, rate structure updates, and OTA optimization 
• Created a practical preventive maintenance roadmap to reduce      guest-visible issues and avoid crisis repairs 

Results:

• Strong improvements across all revenue KPIs: ADR, RevPAR,      Occupancy, and Flow-Through 
• Guest Satisfaction scores increased significantly despite staffing      challenges 
• Improved communication and accountability between departments 
• Rebuilt group pipeline across corporate, academic, athletics,      weddings, and SMERF 
• Stabilized staffing levels and reduced turnover 
• Outlets increased capture rate and non-guest traffic 
• Strengthened long-term financial performance through smarter      pricing, scheduling, and operational alignment

Situation: A private golf club and events venue suddenly lost its third-party F&B operator and had no replacement. The facility faced aging equipment, deferred maintenance, lack of staff, no menus, no licensing, and over $33K in inherited event deposits needing immediate action. A full restaurant, bar, and catering operation needed to be rebuilt from scratch in under 60 days to be ready for the heavy golf and events season. I developed a plan, and assembled a team to do just that.

What I Did:

• Built a complete in-house F&B operation model (restaurant +      catering), replacing the external vendor structure 
• Developed a rapid 45-day operational launch plan covering      facilities, equipment, staffing, licensing, menus, purchasing, and      marketing 
• Coordinated full facility and kitchen assessments with      Planning, Design, Health Dept., and equipment vendors  
• Designed the branding, concept, and operating plan for the new      restaurant and catering identities
• Built complete menus, pricing models, operational workflows,      purchasing systems, and a full re-opening strategy 
• Recruited, organized, and onboarded the new management and hourly team.
• Implemented communication and sales processes to retain all existing      catered events and secure new bookings for late summer/fall 
• Created the full capital & operating budget, including  $340K in facility, equipment, and start-up requirements 
• Returned and reclaimed event deposits, coordinated exit settlement      with the previous operator, and stabilized client communication

Results:

• Successfully launched a fully functioning restaurant, bar, and      catering operation within 60 days 
• Retained all existing 2021 catered events and added new business      prior to opening 
• Prevented member service disruption — preserving nearly $900K in      annual golf membership revenue at risk if F&B closed 
• Reclaimed $33K in event deposits and executed a cost-positive exit      settlement with the former operator 
• Established a business model projected to generate $2.3M+ in      annual revenue, consistent with previous years 
• Created a foundation for future revenue growth of 15–20%     through efficiencies, campus partnerships, and improved service quality 
• Stabilized operations by creating documentation, staffing      structures, SOPs, and a reliable F&B identity for the venue

Situation: A medical staffing company was operating without a structured sales program, marketing plan, ATS/CRM foundation, or consistent recruiting/scheduling workflow. Weekly placements had stagnated, with no scalable system to grow beyond it. The company needed a complete commercial engine built from scratch. 

What I did:

• Built the company’s first Sales + Marketing + Operations (GTM)      system from zero 
• Designed structured outreach across phone, email, LinkedIn, and      purchasing targeted lists 
• Created recruiter-driven programs (Hot List & Refresh Account      Program) to expand active and inactive facilities 
• Mapped full recruiting workflow: intake → sourcing → credentialing → onboarding → placement 
• Built pricing and margin models based on realistic pay-rate      competitiveness (SNF vs Hospital rate segmentation) 
• Developed the framework for implementing a modern ATS/CRM to replace      manual recruiting and scheduling processes 
• Constructed the first annual marketing plan, budget, and content      strategy for visibility and candidate flow 
• Designed market expansion playbooks aligned with MSP/VMS partners 

Results:

• Grew geographic footprint, and created a scalable system supporting      growth from local placements in one state to 9 states 
• Increased new account activity and expanded penetration of active      and inactive facilities 
• Improved recruiting speed, fill ratios, and consistency through      structured workflows 
• Modernized company identity with stronger branding, visibility, and      multi-channel outreach 
• Delivered an end-to-end GTM roadmap still used as the foundation for      current operations

• Situation:
  An offshore accounting & revenue cycle provider serving CPA firms and U.S.-based businesses had no structured sales program, no marketing engine, no ICP clarity, no content strategy, inconsistent messaging, and no unified system connecting Sales, Marketing, and Operations. Outreach was random, activity-based, and dependent on manual effort rather than strategy. The leadership team needed a complete, scalable commercial operating system built from scratch to support sustainable growth.

What I Did:

• Built the full Sales + Marketing + Operations GTM system,      integrating CPA, CAS, Direct Business, and RCM channels
• Created detailed ICP segmentation across service lines: CAS,      Bookkeeping, Payroll, Tax (1040/1065/1120/1120S), and RCM specialties      (Charge Entry, Payment Posting, AR Follow-Up, Denials,      Eligibility/Benefits, Prior Auth)
• Designed the Demand Signal Framework to prioritize      high-probability prospects using job postings, firm size, staffing gaps,      revenue indicators, software stack, and hiring behavior
• Developed dynamic pricing matrices for hourly, per-return,      AP/AR, CAS, and RCM roles (local, hybrid, and offshore models)
• Built a complete messaging architecture for every channel      (CPA, Business, RCM): emails, sequences, call scripts, nurturing flows,      LinkedIn messaging, and objection-handling
• Created the SDR Playbook including outreach quad-cadence,      weekly priorities, reporting loops, call frameworks, data entry standards,      and follow-up timing
• Designed a 13-month marketing calendar covering blogs,      newsletters, webinars, seasonal campaigns, email drips, and lead warming
• Built content engines: topic clusters, SEO structure, landing      pages, client education guides, capability sheets, and white-paper      frameworks
• Mapped full operational handoff workflows: lead → SDR → BD → proposal → contract → onboarding → delivery
• Built proposal templates, contract structures (CPA hourly &      per-return, CAS monthly, RCM role-based), and onboarding roadmaps
• Created the system architecture defining platforms, processes,      cadences, roles, and owner responsibilities
• Built a weekly, monthly, and quarterly operating rhythm connecting      Sales, Marketing, and Operations into a single repeatable cadence
• Documented everything into an executable, long-term system the team      can follow without relying on a single individual

Results:

• A predictable GTM engine replaced random outreach and      activity-driven chaos
• Team gained clarity on priority targets, messaging, cadence,      roles, and success metrics
• ICP-based segmentation increased quality of outreach and relevance      of proposals
• Pricing consistency improved margins and reduced negotiation      friction
• Weekly reporting, pipeline review, and Demand Signal updates aligned      BD, SDRs, and leadership
• Marketing output became systematic rather than sporadic, with      planned content across 13 months
• The entire commercial function — from targeting to delivery — now follows a documented, repeatable system 

Situation:
Many organizations — regardless of industry — struggle with the same core problems: unclear processes, siloed teams, inconsistent communication, random outreach, undefined metrics, and growth that depends on heroic individual effort instead of a repeatable system. Whether it’s hospitality, staffing, professional services, healthcare, higher ed, or B2B operations, the underlying issue is the same: no unified operating rhythm tying Sales, Marketing, and Operations together.

Companies need a system that adapts to their world — not the other way around.

What We Do (and How We Adapt Fast):

• Start with a zero-judgment diagnostic of how things actually     work today: processes, tools, workflows, staff, gaps, and silos
• Identify the high-friction, “we’ve always done it this way,”      or “no one really owns this” areas across the operation
• Map your industry’s specific success metrics (RevPAR / ADR,      Time-to-Fill, AR Days, Net Collections %, Utilization, CAC, Churn, etc.)      and align them into one shared scoreboard
• Build a unified Sales + Marketing + Operations engine     tailored to your sector’s workflows, compliance needs, and customer      expectations
• Create targeted ICPs and Demand Signals for your industry      (job postings, hiring patterns, revenue indicators, equipment usage,      seasonality, certification/licensure requirements)
• Develop all messaging: email sequences, call scripts, nurture flows,      LinkedIn outreach, campaign themes, and objection handling
• Build pricing structures and templates that match your industry’s      model (hourly, per-unit, per-transaction, subscription, retainer, hybrid)
• Create a complete cross-department cadence: weekly rhythms,      reporting structure, accountability loops, and communication channels
• Design marketing content: landing pages, case studies, blog topics,      seasonal calendars, educational webinars, and funnel pathways
• Document everything into a repeatable, long-term system your      team can run without you needing a superhero cape (or a butter knife)      every day

Results You Can Expect:

• A predictable operating rhythm that replaces chaos, guesswork, and      “who’s doing what today?”
• Alignment across teams — Sales, Marketing, Operations, Finance,      Customer Success — using shared language and shared KPIs
• A clear ICP and a prioritized target list, customized for your     industry’s buying behaviors
• Messaging that resonates with your clients because it’s tailored to      your market, not copied from something generic
• Faster decision-making and less friction between departments
• Improved margins through clearer pricing, better forecasting, and      aligned expectations
• A dramatic reduction in wasted effort — more action that matters,      less noise
• A fully documented system that works even when staff changes, grows,      or scales
• Consistency: in service, in communication, in follow-through, in      execution
• The confidence that you’re not relying on heroics — you’re relying      on a system