Ryan Parker
Consultant in Dallas. Former Navy nuke. Published philosopher.
It connects, mostly.
What brings you here?
Hi. We probably just met.
I help companies grow revenue from the customers they already have, and spend less serving them. I've done it for medical device and pharma makers, a food distributor, a restaurant chain and a telecom provider. I'm an Account Director at Jabian Consulting.
If you scanned my card, thanks. The fastest way to reach me is below. If you came for something else, pick another answer above.
Sound familiar?
These are the problems people usually bring me. They're stuck because the obvious fixes have already been tried. Open the one that sounds like yours.
Growth has stalled, and the sales team treats every account the same.
Why the usual fixes fall shortTiers built on account size or a consultant's slide don't reflect how customers actually buy, so they never make it into the weekly call plan.
What has workedSegments built from your own transaction and field data, then turned into territory and call plans. Accounts that adopted them grew 15%.
I've been asked what AI will actually save us, and I need a number I can defend.
Why the usual fixes fall shortVendor ROI calculators use the vendor's assumptions. Nobody has measured how your people spend their time today, so there's no baseline to save against.
What has workedMeasuring the work the way a contact center would: volume, handle time, who resolves it and what that costs. The case is built on your baseline. I'm doing this now for a large HR organization.
Serving our customers costs too much, and the org chart is part of why.
Why the usual fixes fall shortAcross-the-board cuts slow everything down. The cost is in who handles which requests, and in duplicate teams after growth or acquisitions.
What has workedMerging customer operations in three regions into one organization saved $5M+ a year, 21%. Elsewhere, re-routing requests between teams cut resolution time 25% with 12% fewer people.
We have a big bet to make, and the case has to survive the investment committee.
Why the usual fixes fall shortModels built to justify a decision get picked apart by people trained to find the weak assumption.
What has workedA thesis and financial model built to be attacked first. One secured $30M in launch funding for a new drug, which launched in 2025.
Too much of our cash is sitting in a warehouse.
Why the usual fixes fall shortBlanket reduction targets cause stockouts, so the inventory creeps back.
What has workedItem-by-item rationalization, stocking levels and supplier terms. At a regional distributor that took out $60M, 13% of what it held.
Not on the list? I'll ask you what I ask clients: what's on your plate right now that you can't get done with the team and tools you have, and why does it have to happen now?
My client work runs through Jabian Consulting.
The parts that don't fit on a résumé.
I enlisted in the Navy after the 2008 crash and spent six years keeping a nuclear aircraft carrier's propulsion plant running. I approached maintenance and troubleshooting the way I'd outline a philosophy essay: lay out the premises, follow the logic, see where it fails. It turns out that makes for a good maintenance supervisor.
Then it went the other way. Back at Baylor, I used ideas from nuclear power to help write a paper on whether petitionary prayer can make a difference. It was published in the European Journal for Philosophy of Religion. Yes, really.
I still work that way. My best client ideas started in other fields and were rebuilt for a problem they were never meant for: contact-center economics reworked to measure HR teams, retail category management reworked for how doctors choose between products.
And for several years I kept a hand-built model of which college football coaches were about to be fired. It's now a website, Gridiron Circus.
Good. You're probably thinking one of these.
Consultants recommend things. They don't own what happens next.
True of a lot of consulting. Here's what owning it has looked like for me. I recommended folding a 10-person regional team into a 150-person central service center, then underestimated the legal and HR risk. So I built the relocation, severance and transition plan with the client's HR team myself. Cost to serve fell 5%, and it held. The broader evidence: one client has since brought me into four separate business units. Clients don't do that for slide decks.
Borrowing ideas from other fields sounds clever. Does it survive contact with a real business?
Most borrowed ideas don't, and the ones that didn't aren't on this site. One that did: I used clustering models on transaction and field data to rebuild a sales team's customer segments. About 60% of accounts moved to the new call plans, and those accounts grew 15%. If you want to test the method, bring me a problem. I'll tell you in the first conversation which field I'd borrow from, and you can judge whether it's useful.
Those are team results. What was actually yours?
They are team results. My part in each: I designed the three-region customer operations integration ($5M+ a year). I built the investment thesis and financial model behind the $30M launch. I led the inventory analysis behind the $60M reduction, which Jabian published as a case study. If you're seriously evaluating me, I'll connect you with someone who was there.
Medical devices, food distribution, restaurants, telecom. Isn't that a generalist?
If you need someone who already knows your regulators, I'm not your first call. But the work repeats across industries. Redesigning who handles which customer requests cut resolution time from 9 minutes to 6 at a telecom provider, and 25% at a medical device company. Redesigning a quoting process cut quote time from 8 days to 3 at a network provider. Same pattern, three industries, all measured.
A Navy nuke and a published philosopher. What does that have to do with business?
Both reward the same habit: write the reasoning down so someone else can check it. In the Navy, that got me picked from about twelve peers for a supervisory role that didn't exist yet, and it carried an inspection that earned the highest carrier propulsion score in the fleet in 15 years. In philosophy, it got an argument through peer review. In business, it's how a recommendation survives the meeting where people try to kill it.
Have an objection that isn't here? Ask me. I'd rather answer it than have you wonder.