Everything I put time into clusters into three areas, each one a bet that a real gap is worth closing — two grown out of what I keep running into inside enterprises, one out of what retail traders run into trying to operate systematically.
Every area is approached in three modes: the knowledge that defines how the work should be done, the tooling that makes it practical to run, and the services that put both to work for whoever needs them. Consulting sits inside that third mode rather than standing apart as a separate business — the same bets, applied directly. Where a cell is thin, it is because that mode does not fit the area, not because I forgot it.
What sits on this page is real but partial — some of it published, much of it still unfinished or simply not made public yet. That gap is not permanent: more of what is developing gets written up and published here over time, on no fixed schedule but as a matter of habit.
The DSLC Model and the DEHSO Model each stand on their own — an enterprise can adopt either without the other. The hope, not yet demonstrated, is that most want both: how a service moves through its life cycle and how the organization around it operates are different questions, but in practice rarely questions worth separating.
The RST Model and Platform are a separate bet in a different market — individual retail traders, not enterprises — and stand apart from the other two.