11/12/2026
I spent weeks building that pitch binder. And it still feels like yesterday watching it slide back across the boardroom table.
It was a major pitch for an institutional client. I’d pulled together the data, built the presentation and organized everything behind neatly labelled tabs. It was exactly how we did things at the company I worked for, and I was proud of it.
Upon presentation, the project owner slid it back toward me - it was a long table, and I swear that binder took an eternity to reach me, each second reminding me of the work going unseen.
At another company, an established developer told me the 48-page presentations he received went straight into the garbage. He even showed me. My presentation, in his garbage can. What he wanted was six to eight slides, a clear recommendation and a real conversation in the room.
Different companies. Same problem.
I was hearing directly from clients about what they needed, then going back and trying to fit those needs into the way we’d always done things. I felt boxed in.
And it went well beyond presentations.
I wanted the freedom to build a scope around what a project actually needed. To treat a client’s budget like my own and say, “Here’s where I’d spend, and here’s what I’d cut.” To challenge a direction when it wasn’t working, have the difficult conversations and bring forward bold ideas I believed in.
Not because it was easier, but because it was better for the project.
That’s why I built Kenzie, and why I’ve kept it principal-led.
I’m involved from the first conversation. I get to understand how each developer works, what they’re trying to achieve and what their project actually needs to stand out. Then we build the strategy, team and scope around that. Not the other way around.
And if six slides are enough, I’ll send six slides.
