Budgets shrink. Timelines move. People leave. Priorities shift before a deadline. CAYTS helps you rework the plan around what's actually true now, not just change it and hope.
You don't have to choose between the ambition and the constraint.
You have to build a plan that actually accounts for both. That's what CAYTS is for: help assessing where you are, and a reworked plan built around what's actually true now.
Delivered as single-project or ongoing engagements, sized to a client's actual need and timeline.
Results live in the margins, and margins are won in the plan. We build strategy that's specific, sequenced, and built to hit your goals, not a deck that sits in a shared drive. Every plan is built alongside the people who have to run it.
Data that tells the narrative. Targeting and reporting built to show stakeholders your success: your board, your funders, your community. A number alone doesn't move anyone; it's the story behind it that does.
Outcomes don't stop once the plan is written, they come from implementation. We build programs to succeed, then stay in the work alongside you to carry them through.
Before starting this firm, I spent years running data infrastructure and field strategy for large-scale political and advocacy organizing programs, work that meant building programs under ever-changing budgets, tracking deliverables and spend in real time, and adapting the plan when conditions changed.
The tools change from program to program. What doesn't change is the judgment call underneath: what to cut, what to protect, how to grow, and how to keep your project successful. I started CAYTS because I wish I'd had someone to navigate those judgment calls with, so success isn't throttled by constraints of time or funding.
Three real situations, three plans reworked around what was actually true.
The instinct: keep the old plan running as-is.
What we did instead → rebuilt the sequencing around the team that actually existed.
A leadership change left one organizing program without a plan three months out. The old plan had been built around a staffing level the program no longer had. We cut the target universe to what could realistically be covered and moved the remaining budget into the weeks that mattered most. The program launched on time, sized to reality.
The instinct: present the numbers as prepared.
What we did instead → traced the gap to a double-counting pipeline and fixed it.
Two weeks from a board meeting, prepared numbers didn't match what staff were reporting on the ground, the two data sources had never been reconciled. We traced it to a reporting pipeline double-counting contacts, fixed the pull, and rebuilt the dashboard so leadership and field staff were finally looking at the same numbers.
The instinct: hand over a generic event checklist.
What we did instead → built the real sequence, risk points included.
Local organizers had a strong instinct that a town hall was right, but no venue, no outreach plan, no timeline. We worked through what needed to happen first, what could run in parallel, and the real risk points, then built a week-by-week countdown. The event happened on schedule, at capacity, with no logistics scramble.
Together, we'll make it successful. Based in Raleigh, NC, with a background in strategy, data, and field programs at scale.
