Mackie Knight

Strategy is only real when something changes because of it, and holds.

I like problems that arrive tangled. Fourteen years in one industry taught me to sit with the whole of one, find the two or three facts that actually decide it, and state it plainly enough that people can debate it and get to the root of it. Most of the strategy is already there once the problem is named honestly.

Then comes the slower half, which matters more. The operating model, the cadence, the measurement, and the people who have to live with the result. I build a product only when a product is what makes the answer last. Kybernetes runs my operations while I am somewhere else. AnvilForged runs a youth season from a phone at the side of a pitch.

The order is the method.

The business problem, stated properly.

Most failed products were the right answer to the wrong question. I start with the economics, the operating reality and the people who have to live with the result, and I do not move until the problem is named plainly enough that people can debate it and get to the root.

The process that makes the answer repeatable.

A fix that depends on one person is not a fix. I design the operating model, the cadence and the measurement so the solution survives the people who built it, which is the difference between a project and a capability.

The product that makes it last.

Only then do I build, and I build so the thing scales: clear boundaries, honest instrumentation, and the judgment to retire what stops earning its place. The work below is what that looks like when it ships.

The version other people tell.

Bridges business strategy and technical execution, and stays composed when the room is not.
Rumel Saha, Principal Enterprise Data Engineer
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Went through a convoluted insurance and risk problem detail by detail, saw the wider business consequences, then built the plan and righted the ship.
Frank Huang, CEO of Insurance Solutions North America at Davies
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Turns ambiguous business problems into structured workstreams, actionable insights and measurable outcomes, while connecting long-term vision to day-to-day execution.
Paul Gruss, Account Director, National Accounts PEO at Aetna
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Professional, knowledgeable and communicative, he puts clients first and stays focused on finding the right solution for them.
Amy Everheart, Underwriter at FUBA Workers’ Comp
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Works through hard problems independently, knows when to collaborate for better results, and puts AI to work on real problems instead of just understanding it.
Jamie Dunnam, iBusinessSolutions (former direct manager)
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Mission Control: what needs a decision, two weeks of activity, what the crew is running now

01 · Private, by request

Kybernetes

A private operations layer that runs whether I am there or not. Agents do the background work; I get the decisions.

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The coach dashboard: what needs review today, the next match, and the coaching areas underneath

02 · Live at anvilforged.club

AnvilForged

Match day, run from a phone on the touchline. Lineups, substitutions, and a rotation engine that keeps the equity honest.

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Fourteen years in the industry I now transform.

Sold in PEO benefits and workers’ compensation, ran a firm in it, then moved into the data and the operating models underneath. Today I lead business transformation programs at ADP: product implementation, operating-model design, change adoption and analytics strategy across teams that do not report to me.

Full resume