I am JD Davenport. I build the systems a company runs on, and then I audit them to find out whether they are telling the truth.
Today I am Director of Sales at a residential contracting company in West Michigan, where the job has turned out to mean compensation structures, job costing, lead distribution, territory design, hiring standards and the audits that keep all of it honest.
Before that I spent four and a half years at a publicly traded specialty retailer as Director of Supply Chain Development. I implemented a point of sale and warehouse management system end to end, wrote the onboarding material five hundred staff learned from, audited goods receipt and purchase order accuracy across sixty-five stores and two distribution centers, and built the SOPs that held standardization together while the company went from twenty-seven stores to sixty-seven.
Most recurring problems are not actually problems. They are outputs. Incentives, processes, assumptions and constraints produce predictable results. Change the symptom and you will keep fighting it. Change the system and the symptom often disappears.
Which means when something keeps happening, the first proposal is never more oversight, more training, more reminders or an accountability conversation. It is a structural change that removes the route to the failure. If somebody has to remember something for the fix to work, the fix is not finished.
Everything on this site started as something I needed and could not buy. The commission plan nobody could compute. The jobs that lost money after they were sold. The year where volume grew, margin fell and nobody could say which jobs did it. I wrote the standard, built the spreadsheet, made the tool, and then audited my own work and found it wrong often enough to write a chapter about it.
The kits are that work, genericized so it fits any business that sells jobs. The book is the method underneath them.