Dr. Jake Taylor Jacobs

Every organization has its own version of SPD.

Every organization has that upstream function, that support department, that back office operations, that leadership treats as overhead, a call center, a necessary evil, something to be managed, not optimized.

And in every

In almost every organization, that overlooked function is quietly constraining the performance of everything downstream.

In healthcare, surgical services is the revenue engine.

It's where the money is made, and SPD is the upstream constraint that determines whether that engine runs smoothly or sputters.

You can optimize the ORR you want, better scheduling, faster turnovers, happier surgeons, but if the instruments aren't ready, none of it matters.

So when I talk about SPD, I'm really talking about the constraint management.

I'm talking about upstream, downstream dynamics.

I'm talking about how organizations become blind to the functions that actually determine their performance.

And if you're in manufacturing, your SPD might be supply chain or your maintenance department.

If you're in tech,

It might be infrastructure team or your QA process.

If you're in professional services, it might be your back office operations or your knowledge management system.

The principle is universal.

The functions you overlook become the ceilings that you can't break through.

And we focus on SPD because that's our expertise.

That's where we've spent 20 years.

But the pattern we're going to discuss, they apply everywhere.

All right.