About — the record
Twenty-three years of systems that were not allowed to fail.
The biggest operations in the world had one thing in common: me. Lockheed Martin hired me at 19 and sent me inside other companies’ operations — find what’s broken, build what’s missing, leave them stronger. I never really changed jobs. The operations just got bigger: Boeing Defense, the U.S. Department of Energy, Nike, a billion-dollar utility. And since 2013 I’ve been an owner too, with a payroll and a P&L of my own.
My own businesses run on them too, right now. I install, and use, every day.
That has been the work from the start: walk into the rooms of a business, find the limiting factor it has already named, and solve it — first with technology, now with intelligence. Solve the problem the business itself pointed to, produce the result, and you become the most valuable line on its P&L.
Now WE install them.
Trust isn’t a commodity. It’s earned.
Your name belongs on this page.
Our record is the pitch we stand on.
- Boeing Defense
- When a system dropped, design stopped. And the mission behind the design was never revenue — the military depended on it to save lives. Responsible architecture delivered that, end to end, for eight years.
- Lockheed Martin
- Hired at 19 to be the engineer other companies’ operations get handed to. Twenty-three years later, it’s still the job.
- U.S. Department of Energy
- One operational system, re-architected: half a million dollars off Bonneville Power’s cost — not once, every year since.
- Nike
- Started on the help desk at world headquarters; left running technical leadership for 6,000 people. I’ve worked every level your problem could be hiding in.
- NW Natural
- A billion-dollar gas utility cut recurring incidents in half because I read the 5,626 service records nobody else would. Its board took its IT answers from me directly.
- Viacom / Simon & Schuster
- At 21 I found where the contract promised more than it delivered and built the operations that delivered it; Simon & Schuster wrote new company policy around what I mapped.
- U.S. Chamber of Commerce
- Their daily support ran on a desk I built from nothing, then led.
- Intersil
- Semiconductor manufacturing: stood the operation up, tuned it until it hit its numbers, kept it there.
- Solano County
- My outage-response model became the standard for every client the county’s service desk carried.
I’ve run architecture, sat inside CIO and board decisions, and worked the help desk — budgets in the millions, projects in the hundreds of millions, and every level in between. That range is the point: whatever layer of your business is losing money, I’ve already run it somewhere on this record.
The founder
Jeremy Bruce
At twenty-one, Simon & Schuster flew me to Manhattan. I was a kid, and a company that size had staked something real on what I’d found for them. That was the day I understood the work.
It was never the computers. You walk into a business, find the one thing holding it back, and build the answer — in rooms where being wrong isn’t an option.
From there the rooms only got bigger, and the stakes with them. The systems were never the same twice. The job under them always was.
In 2013 I became the owner myself. My own payroll, my own Fridays — so I know that desk from your side of it now, too.
Same job, still. Find the limiting factor a business has already named, and take it out. It used to be infrastructure; now it’s intelligence. The overhead you can’t see and the revenue you can’t reach are a limiting factor with a name.
Here’s the difference. Most of the AI aisle has no technical background at all. They sell automations and courses, and now picking who to trust is its own job. I’ve actually done it: 23 years inside IT teams at some of the highest levels in the world, and I run my own operation on the systems I install — the whole picture of the business rebuilt overnight, every night, and a brief on my desk each morning that the business wrote itself. Everyone is selling AI. Almost nobody has ever been trusted to run the systems a business lives on. That’s the whole difference, and it’s on the record above.
Two ways in
What the record buys you is a business that answers. The overhead you could feel but never see gets a price and starts shrinking. Your own numbers come back into your hands.
Start with the door that fits your business.