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MinMaxers

MinMaxers, LLC · Kansas City, MO · Est. 2024

Your P&L doesn’t care which department owns the bottleneck.

MinMaxers finds the constraint limiting your economics — in demand, conversion, sales, operations, or data — then builds and deploys the system that removes it. One senior operator, from diagnosis through production.

Bring us the bottleneckSee the work

Selected results from Riley’s operating and consulting career

lower paid acquisition cost

62%

lower paid acquisition cost

Multi-location orthopedic urgent care group, with lead quality up 30–100%

revenue from 7 leads

$170K

revenue from 7 leads

Autism therapy platform, in 3 months — against 10 conversions in the prior 4 years

annual labor cost removed

$245K

annual labor cost removed

Two automation and data-modernization programs at one healthcare operator

increase in warm leads

27x

increase in warm leads

Same operator, from rebuilt site, local search, and conversion paths

Results above were produced across Riley’s operating roles and forward-deployed engagements. Full attribution on the work page.

01The problem

Most business problems don’t respect org charts.

An agency generates the lead. Then the call goes unanswered, or intake loses it, or the CRM cannot tell anyone which customers were worth having. A dev shop ships the software — built to a specification that solved the wrong economic problem. An analytics firm delivers the dashboard, and no decision changes. A strategy firm finds the opportunity, and it stays a slide.

Every one of those engagements succeeded on its own terms. The business still didn’t improve, because the expensive problem lived in the seam between them — and nobody owns the seam.

What this sounds like from the inside

  • We spend on marketing but cannot tie it to revenue.
  • Our CRM exists, but nobody trusts what is in it.
  • Seven systems, and the team still runs on spreadsheets.
  • We bought AI tools and the economics did not change.
  • Our agency optimizes clicks while sales complains about quality.
  • The dev backlog is six months and the problem is now.
  • Everyone agrees the process is broken. Nobody owns fixing it.

02The profit path

One system, six places it leaks.

Demand becomes conversion, conversion becomes sales, sales becomes delivered work, delivered work becomes revenue, and revenue becomes margin — or it doesn’t. These are not six departments. They are six consecutive stages of one economic path, and value escapes at whichever one is weakest.

Stage 01

Demand

Whether the right buyers ever find you.

Where value leaks

Spend buys volume instead of buyers. The channel looks efficient on cost per lead and expensive on cost per customer.

What we work on here

  • Positioning
  • Market and competitive research
  • Paid search
  • Local and technical SEO

The constraint is rarely where the complaint originates. Fixing the wrong stage is expensive and looks like progress.

03What we do

Six capabilities. One question behind all of them.

What is the cheapest sufficient way to remove this constraint? Sometimes it’s a campaign, sometimes an integration, sometimes an application, and sometimes it’s deleting a process nobody has questioned in four years.

01

Growth Systems

Buy customers, not clicks.

Most paid programs optimize toward the cheapest conversion available, which is rarely the most valuable one. We rebuild acquisition around what a customer is actually worth once the work is done — positioning, channel economics, and the search surfaces where high-intent demand already exists.

02

Revenue Attribution & RevOps

A lead is not revenue. Revenue is not margin.

When nobody can trace a click to the revenue it eventually produced, every downstream decision is a guess. We instrument the path from first touch through closed revenue so that bidding, budget, and sales priority optimize against outcomes that matter instead of proxies that are merely easy to count.

03

AI & Automation

Stop paying people to move data between systems.

The highest-return automation is rarely glamorous. It is the recurring handoff where a person opens two tabs and retypes what the first one already knew. We find those, quantify what they cost, and remove them — using AI where it genuinely improves the economics and conventional software where it does not.

04

Custom Software & Integrations

When the platform stops fitting, replace the workflow.

Buying is usually right. But when an expensive platform still forces your team into spreadsheets, adding another integration compounds the problem rather than solving it. We build the specific thing your operation needs — and we are equally willing to tell you that the software you already own would work if it were configured properly.

05

Data & Decision Systems

A dashboard nobody acts on is a cost, not an asset.

Reporting earns its keep when it changes a decision or triggers a workflow. We consolidate fragmented operational data into something trustworthy, then attach it to the specific choices your team makes weekly — pricing, staffing, spend, priority — rather than producing another screen to admire.

06

Operations & Economics

Sometimes the bottleneck is not technology at all.

Before proposing a build, we do the arithmetic. What does the constraint cost per month, what would removing it be worth, and is the answer a system, a process change, or a different vendor? This is the finance discipline underneath everything else — and it is the reason we sometimes recommend spending nothing.

Full capability detail

04How it works

Six steps, and the fifth one is the honest one.

Most of this is unremarkable. What is not standard is that the same person does all six — so nothing is lost translating the business problem into the technical one, or the technical solution back into an operating result.

  1. 01

    Find the constraint

    Read the economics before touching the tooling. The presenting complaint and the binding constraint are frequently in different departments.

  2. 02

    Quantify the opportunity

    Put a number on what the constraint costs and what removing it is worth. If that number is small, we say so before you spend anything.

  3. 03

    Choose the cheapest sufficient fix

    Build, buy, integrate, automate, or redesign the process. The decision follows the economics, not a preferred technology.

  4. 04

    Deploy it into the operation

    Into production, into the workflow, into the hands of the people who have to use it on a Tuesday. This is where most engagements quietly fail.

  5. 05

    Measure the economic result

    Against the number from step two. Not impressions, not activity — the operating metric the work was supposed to move.

  6. 06

    Move to the next constraint

    Removing one bottleneck exposes the next one. We either keep going or hand you a system your team can run without us.

05Selected work

Anonymized by default. Attributed precisely.

Clients are not named without their permission, and every result states plainly whether it came from a MinMaxers engagement, a forward-deployed engagement, or Riley’s operating career. Credibility is worth more than a logo wall.

HealthcareRiley as Director of Technology & Data Operations

PE-backed multi-location orthopedic urgent care group

Paid media was buying the wrong patients, and nobody could prove it

Outcome

reduction in paid acquisition cost

62%

reduction in paid acquisition cost

improvement in lead quality

30–100%

improvement in lead quality

annual labor cost removed

$200K

annual labor cost removed

further annual savings from ingestion automation

$45K

further annual savings from ingestion automation

reduction in claims overdue past 60 days

83%

reduction in claims overdue past 60 days

site traffic growth / warm lead growth

4x / 27x

site traffic growth / warm lead growth

What matters

The marketing problem and the data problem were the same problem. Fixing either one alone would have produced a fraction of the result.

HealthcareForward-deployed engineering engagement via Alpha Victor

Autism therapy platform

Four years of conversions, matched in three months

Outcome

revenue from 7 leads in 3 months

$170K

revenue from 7 leads in 3 months

cost per lead

~$140

cost per lead

reduction in cost per conversion

~50%

reduction in cost per conversion

weekly conversions

2x

weekly conversions

What matters

Prior to this, the same channel had produced 10 conversions over four years. The channel was never the problem — the signal it was optimizing against was.

All six case studies

06Why this model works

Consulting engagements die at the handoff. This one has none.

Not because the model is clever, but because it is small. One operator who can read the P&L and write the code removes the translation layer where most of the value normally leaks out.

Comparison of the typical consulting model against the MinMaxers model
DimensionTypical engagementMinMaxers
DeliverableA recommendation, and a scope for whoever implements itThe working system, deployed into your operation
Who does the workPartner sells, manager scopes, analyst executesThe person who diagnosed it builds it
Where it breaksAt every handoff between strategy, build, and operationsThere are no handoffs to break
Scope boundaryEnds where the discipline endsFollows the constraint into whichever function it moves
Definition of doneDeliverable acceptedThe operating metric moved, or we say it did not
What you are buyingA team, priced by headcount and hoursSenior judgment with AI and software leverage behind it

07Who does the work

Riley Orscheln

Founder & Forward-Deployed Engineer

Kansas City, Missouri

Riley started in finance and accounting — the discipline of asking what a decision is actually worth before anyone builds anything. That question has followed him through every role since.

As a financial analyst at a large manufacturer, he learned what changes a P&L on a factory floor. Leading business intelligence for the same company, he learned that the reporting layer is the mechanism through which operating decisions get made at all. At a venture-backed gaming platform, he learned that analytics teams are judged on decisions changed rather than dashboards shipped. As Director of Technology and Data Operations for a private-equity-backed healthcare group, he learned that the marketing problem and the data problem are usually the same problem.

The through line is unusual: he can read the P&L and build the system. Most consulting engagements die at the handoff between the person who understood the business problem and the person who had to implement the solution. There is no handoff here.

More about Riley

08Engagement

Three ways this usually starts.

Most engagements begin with the first and continue into the second. The third happens when it keeps being worth it.

01

Diagnostic

Find and price the constraint.

A focused engagement to identify what is actually limiting the economics, quantify what removing it is worth, and produce a specific recommendation on build, buy, integrate, or automate.

FitYou suspect there is money on the table but cannot name where.

02

Build

Ship the highest-value fix.

Scoped implementation of the intervention that survived the arithmetic — a growth system, an attribution layer, an internal application, an automation, or the replacement of something you are overpaying for.

FitThe problem is understood and needs someone senior to actually deliver it.

03

Embedded

Stay through the next several constraints.

Ongoing forward-deployed execution across whatever the binding constraint turns out to be that quarter, with continued ownership of the systems already deployed.

FitYou need senior cross-functional execution without building a permanent internal team.

Pricing is scoped to the engagement rather than published as a package, because the right structure depends on what the diagnostic finds. Ask and we’ll be direct about it.

09Questions

Answered plainly.

Are you a consulting firm, an agency, or a software company?

The deliverable follows the problem. Some engagements end in a paid search program, some in a custom application, some in an automation that deletes a job nobody should have been doing, and some in a recommendation to change a process and buy nothing. Committing to a category in advance is how firms end up selling their category instead of solving your problem.

What does MinMaxers actually do?

We find the constraint limiting your economics, quantify what removing it is worth, build or configure the fix, deploy it into your operation, and measure whether it moved the number. The unusual part is that the same person does all five, which is why the work does not stall at the handoff.

Do you work with our existing tools?

Usually, yes. Replacing a platform is expensive and disruptive, and most stacks underperform because of configuration and process rather than capability. We recommend replacement only when the arithmetic clearly supports it — and we are happy to tell you the software you already own would work if it were set up properly.

Do you only work in healthcare?

No. Healthcare is the deepest proof domain, and manufacturing is where the operating-economics discipline came from. The work has also covered transportation, home services, and digital platforms. What transfers is not industry knowledge — it is the method for locating where value leaks in a business.

What size companies are a fit?

Traits matter more than revenue bands. The best fits are founder-led or PE-backed companies with high-value customers, meaningful operational complexity, and a problem that spans more than one department. If your opportunity sits neatly inside a single function, a specialist will serve you better and cost less.

How do you use AI?

As leverage, not as the product. It compresses research, prototyping, and implementation enough that one senior operator can deliver what previously required a team — and it powers automations where that genuinely improves the economics. Where it does not, we use conventional software. We do not sell AI as an outcome.

How do you measure ROI?

Against the number established before the work started. We define what the constraint costs and what removing it is worth up front, then measure the operating metric that was supposed to move — acquisition cost, booked revenue, labor hours, close time, margin. Where a result genuinely cannot be isolated, we say so rather than claiming credit for it.

Can you build software?

Yes — internal tools, customer-facing applications, integrations, intake and scheduling systems, and replacements for platforms that no longer fit. Software is a means to an economic result, so the first question is always whether building is the cheapest sufficient answer. Often it is not.

How does an engagement start?

With the expensive problem. Tell us what is stuck, what you think it costs, and what you have already tried. If we can move it, we will say how. If we cannot, we will tell you that too — and usually who can.

Next step

Tell us what’s stuck and what you think it costs.

If we can move it, we’ll tell you how. If we can’t, we’ll tell you that instead — usually along with who can. Either answer is worth the conversation.

Bring us the bottleneck

or email rileyorscheln@gmail.com