Inventivity was born out of a variety of needs: finding a way to work on creative assignments and leading work, working on strategic problems that mix technology, management and business, wanting to work with great people to build a self-sustaining community that could help each other and build long-term relationships with customers and co-workers.

I’d built a startup in NYC and a small services business, too, but Silicon Valley has a much deeper pool of talent and backgrounds in technology.

• your integrity,
• your hard work,
• your knowledge and ability to communicate it, and
• your ability to lead and work with others through the organization. 

Inventivity became a formal way to sell my services, but with some elements that would make it more sustainable for me and my consulting peers. 

Inventivity allowed for a combination of minimal risk by taking cash as payment, but also a longer term investment by payment through equity.  It’s a way to participate on the upside and take a deeper engagement with the company, more in harmony with the aims of the senior management and employees.  This means that we often come in at odds with large consulting firms, as we’re not incented to sell bodies, but we’re after the greater good of company and its workforce.

We come in selling metrics, processes, and efficiency, on top of deep expertise in software, architecture and systems, and the experiences of founding and running and helping many product oriented companies.  So we understand the urgency of innovative and effective product development, and what it takes for robust, high quality and cost-effective systems management.  We understand what employees are challenged with and how to help them do it, and get on the line with them as need be to fill gaps.

Over the last six years, this model has allowed us to take on assignments ranging from fresh projects to having to come in and stop hemorrhaging caused by unsuccessful internal programs or, worse yet, having to clean up where previous consultants have recommended the wrong courses of action.  It’s the cases where we have found and illuminated the possibilities for improvement, that are the most exciting. When the client really gets the direction and takes it over and owns it. That’s the best.