Organization Renovation
Unknot Complexity, Amplify Results
About Frank Piuck
I earned my MBA in Finance from Columbia Business School, where I was taught the standard playbook of modern business management. The curriculum was rigorous, and I still respect much of what I learned. But even then, I noticed gaps—places where established theories didn't account for what we could observe in practice.
Early in my career I got a job with Creative Output, a software company working with major manufacturers. When I got there I discovered that it had been founded by an Israeli physicist with a great product and no business education whatsoever. So he approached business with a scientist's eye and no preconceptions.
Goldratt’s work in manufacturing, was taught to me using :"The Goal" the first of his many books. It laid the foundation for what became known as the Theory of Constraints: a management approach rooted in the idea that a few key limitations—often hidden—govern a system’s true performance. These constraints might include market demand, leadership attention, financial resources, or operational bottlenecks. And those bottlenecks might be machines, workflows, or people with specialized expertise.
The surprising part? Most organizations fail to recognize their actual bottlenecks—and as a result, underutilize them. If you underutilize your limiting resource, you underutilize your whole organization. Often your people end up overwhelmed even as the business operates below capacity.
From that point on, my default question became:
What’s really in the way—and why can’t we see it?
What I Do Today
I help leaders surface and correct the misalignments that stall execution.
It starts with how people are measured, because performance measures shape behavior more reliably than motivational posters or values statements. From there, I validate what’s being reported—and what’s not. Then I examine the architecture: policies, workflows, reporting lines, and informal norms that shape what actually gets done.
Only after we stop punishing the behaviors we claim to want do we accelerate. Then we apply bottleneck analysis and other Theory of Constraints tools to unlock flow, reinforce alignment, and expand capacity.
It’s not a branded framework. But it is a deliberate sequence. We make haste slowly—and we don’t confuse activity with progress.
Where That Lens Comes From
I’ve worked on factory floors and in boardrooms, in SaaS firms and membership orgs. I’ve overseen capital budgeting for a manufacturing division and built software that did its job without asking for attention.
For nearly 30 years, I’ve also carried operational and financial responsibility across two parallel tracks: a small industrial real estate business—where I’ve managed leasing, capital projects, maintenance, and the occasional tenant dynamic—and a solo web development consultancy focused on building marketing tools while running my own sales and delivery.
These lines of work didn’t just show me what breaks. They showed me how systems drift out of alignment when no one’s watching—and how often that drift gets misdiagnosed as a people problem.
What I’m Not
I’m not a coach.
I’m not a mindset vendor.
And I’m not going to workshop your values while your incentive structure quietly teaches people to ignore them.
I don’t believe in fixing people. I believe in fixing the systems they’re forced to work around.
Who This Is For
If you’re running a company between $7 million and $75 million in revenue: big enough to have systems you don’t fully understand, small enough that I can meet all the parties making decisions.
Maybe departments look functional on paper but can’t create results together. Maybe high performers are burning out. Or maybe you’ve got momentum on some fronts but untraceable drag on others.
You don’t need a reinvention. You need a system that actually supports the organization you’ve become.
How I Work
I do my best thinking in conversation.
Collaboration sharpens ideas. Pushback helps me see angles I might miss. I've been told I'm challenging, but it's the kind that comes with respect for my collaborators and a shared commitment to the outcome. If we're working together, I'm in it with you.
This work is serious, but it doesn't have to be stiff. A little humor, honesty, and a willingness to question the obvious can go a long way when you're trying to fix something that matters
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