Kent Solutions, Kansas City, MO (2026)

04/14/2026

𝗧𝗵𝗶𝘀 𝘀𝘁𝗮𝘁 𝗶𝘀𝗻’𝘁 𝗷𝘂𝘀𝘁 𝗶𝗻𝘁𝗲𝗿𝗲𝘀𝘁𝗶𝗻𝗴—i𝘁’𝘀 𝗮 𝘀𝗶𝗴𝗻𝗮𝗹.

🔍 Today’s buyers don’t just care about what AI can do.

They care about how it’s being used.

AI is no longer the mysterious engine behind the curtain. It’s part of your brand experience.

And if your customers feel you’re hiding the “how,” it erodes trust—fast.
So what does transparency look like?

✅ Explaining how decisions are made
✅ Clarifying when AI is involved (and when it’s not)
✅ Giving customers a way to ask questions and opt out

Trust doesn’t come from tech—it comes from clarity.

Want to identify the AI touchpoints in your business where a little transparency could build a lot more trust?

Book your FREE 15-minute AI Strategy Call. https://link.springboardcrm.com/widget/bookings/kathy-15-min-ai-strategy-phone-call

We’ll explore simple, non-technical ways to build customer confidence into your automation.

04/08/2026

𝗢𝘃𝗲𝗿 𝘁𝗶𝗺𝗲, 𝘀𝗼𝗺𝗲𝘁𝗵𝗶𝗻𝗴 𝗵𝗮𝘀 𝗯𝗲𝗰𝗼𝗺𝗲 𝗰𝗹𝗲𝗮𝗿𝗲𝗿 𝘁𝗼 𝗺𝗲: 𝗻𝗼𝘁 𝗲𝘃𝗲𝗿𝘆 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗮𝗻𝗱 𝘁𝗲𝗰𝗵𝗻𝗼𝗹𝗼𝗴𝘆 𝗰𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻 𝗯𝗲𝗹𝗼𝗻𝗴𝘀 𝘂𝗻𝗱𝗲𝗿 𝘁𝗵𝗲 𝘀𝗮𝗺𝗲 𝗿𝗼𝗼𝗳.

Some people follow me for practical ideas that help small businesses save time, improve follow-up, and reduce manual work. Others are more drawn to the broader questions around leadership, emerging technology, ex*****on, risk, and business value.

Both matter. But they’re not the same conversation.

That realization has had me thinking more carefully about how I share what I share. I want it to be clearer, more useful, and better aligned with what people actually need from me. That's why 𝗜 𝗮𝗺 𝗹𝗮𝘂𝗻𝗰𝗵𝗶𝗻𝗴 𝗮 𝗻𝗲𝘄 𝗻𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿, 𝗘𝗺𝗲𝗿𝗴𝗶𝗻𝗴 𝗧𝗲𝗰𝗵 𝗣𝗲𝗿𝘀𝗽𝗲𝗰𝘁𝗶𝘃𝗲𝘀.

And for those of you who are here primarily for practical small business automation guidance, that part of my work is still very much here. 𝗧𝗵𝗲 𝗦𝗠𝗕 𝗔𝘂𝘁𝗼𝗺𝗮𝘁𝗶𝗼𝗻 𝗕𝗿𝗶𝗲𝗳 𝗶𝘀 𝗼𝗻𝗲 𝗼𝗳 𝘁𝗵𝗲 𝗯𝗲𝘀𝘁 𝘄𝗮𝘆𝘀 𝘁𝗼 𝘀𝘁𝗮𝘆 𝗰𝗼𝗻𝗻𝗲𝗰𝘁𝗲𝗱 𝘁𝗼 𝘁𝗵𝗮𝘁 𝘀𝗶𝗱𝗲 𝗼𝗳 𝘄𝗵𝗮𝘁 𝗜 𝗱𝗼. https://kent.solutions/smb-automation-brief

Sometimes growth looks like adding more.
Sometimes it looks like giving important things the right shape.
Lately, I think it’s been more the second.

04/07/2026

𝗢𝘃𝗲𝗿 𝘁𝗶𝗺𝗲, 𝘀𝗼𝗺𝗲𝘁𝗵𝗶𝗻𝗴 𝗵𝗮𝘀 𝗯𝗲𝗰𝗼𝗺𝗲 𝗰𝗹𝗲𝗮𝗿𝗲𝗿 𝘁𝗼 𝗺𝗲: 𝗻𝗼𝘁 𝗮𝗹𝗹 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗮𝗻𝗱 𝘁𝗲𝗰𝗵𝗻𝗼𝗹𝗼𝗴𝘆 𝗰𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻𝘀 𝗯𝗲𝗹𝗼𝗻𝗴 𝗶𝗻 𝘁𝗵𝗲 𝘀𝗮𝗺𝗲 𝗯𝘂𝗰𝗸𝗲𝘁.

Some people follow me for practical ideas that help small businesses save time, streamline follow-up, and reduce manual work. Others are more interested in the bigger-picture questions around emerging technology, leadership, ex*****on, risk, and business value.

Both matter. But they are not the same conversation.

That realization is part of why I’ve been rethinking how I share content. I want it to be clearer, more useful, and better aligned with what people actually need.

𝗡𝗲𝘅𝘁 𝘄𝗲𝗲𝗸, 𝗜’𝗹𝗹 𝗯𝗲 𝘀𝘁𝗮𝗿𝘁𝗶𝗻𝗴 𝗮 𝗻𝗲𝘄 𝗰𝗵𝗮𝗽𝘁𝗲𝗿 𝘄𝗶𝘁𝗵 𝗘𝗺𝗲𝗿𝗴𝗶𝗻𝗴 𝗧𝗲𝗰𝗵 𝗣𝗲𝗿𝘀𝗽𝗲𝗰𝘁𝗶𝘃𝗲𝘀, 𝗮 𝗟𝗶𝗻𝗸𝗲𝗱𝗜𝗻 𝗻𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿 focused on helping leaders think more clearly about complex technology decisions and what it really takes to move from interest to ex*****on.

And for those of you who follow me for practical small business guidance, that is still very much part of my work.

I’ll continue sharing that through the 𝗦𝗠𝗕 𝗔𝘂𝘁𝗼𝗺𝗮𝘁𝗶𝗼𝗻 𝗕𝗿𝗶𝗲𝗳. If practical small business automation insights are what would help you most, you can subscribe here: 𝗵𝘁𝘁𝗽𝘀://𝗸𝗲𝗻𝘁.𝘀𝗼𝗹𝘂𝘁𝗶𝗼𝗻𝘀/𝘀𝗺𝗯-𝗮𝘂𝘁𝗼𝗺𝗮𝘁𝗶𝗼𝗻-𝗯𝗿𝗶𝗲𝗳

Sometimes growth means doing more. Sometimes it means getting clearer.
This feels like the second kind.

04/03/2026

This week I launched 𝘁𝗵𝗲 𝗘𝗻𝘁𝗲𝗿𝗽𝗿𝗶𝘀𝗲 𝗧𝗲𝗰𝗵𝗻𝗼𝗹𝗼𝗴𝘆 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗕𝗿𝗶𝗲𝗳, and I’m grateful for the encouragement.

To wrap up the week, here is one practical reminder I think more leaders need:

𝗠𝗲𝘀𝘀𝘆 𝗲𝘅𝗲𝗰𝘂𝘁𝗶𝗼𝗻 𝗼𝗳𝘁𝗲𝗻 𝗿𝗲𝘃𝗲𝗮𝗹𝘀 𝘄𝗵𝗮𝘁 𝗽𝗹𝗮𝗻𝗻𝗶𝗻𝗴 𝗺𝗶𝘀𝘀𝗲𝗱.

That is when handoffs start to matter.
That is when ownership gaps show up.
That is when integration issues, adoption resistance, and unclear decision rights stop being theoretical.

𝗦𝗼 𝘄𝗵𝗲𝗻 𝗮𝗻 𝗶𝗻𝗶𝘁𝗶𝗮𝘁𝗶𝘃𝗲 𝘀𝘁𝗮𝗿𝘁𝘀 𝗳𝗲𝗲𝗹𝗶𝗻𝗴 𝗺𝗲𝘀𝘀𝘆, 𝘁𝗵𝗮𝘁 𝗱𝗼𝗲𝘀 𝗻𝗼𝘁 𝗮𝗹𝘄𝗮𝘆𝘀 𝗺𝗲𝗮𝗻 𝗶𝘁 𝗶𝘀 𝗳𝗮𝗶𝗹𝗶𝗻𝗴.
S𝗼𝗺𝗲𝘁𝗶𝗺𝗲𝘀 𝗶𝘁 𝗺𝗲𝗮𝗻𝘀 𝘆𝗼𝘂 𝗮𝗿𝗲 𝗳𝗶𝗻𝗮𝗹𝗹𝘆 𝘀𝗲𝗲𝗶𝗻𝗴 𝘁𝗵𝗲 𝗿𝗲𝗮𝗹 𝘄𝗼𝗿𝗸.

What matters next is whether the team can answer questions like:

• What is breaking down first?
• Who has authority to resolve it?
• What should improve in the next 30 days if this is truly moving in the right direction?
• What are we learning now that the pilot did not reveal?

That is where better leadership questions make all the difference.

𝗦𝘂𝗯𝘀𝗰𝗿𝗶𝗯𝗲 𝗵𝗲𝗿𝗲: https://kent.solutions/enterprise-technology-leadership-brief

*****onStrategy

04/02/2026

One of the simplest ways to pressure-test an initiative is to ask four questions:

𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝗼𝗻: What has to change in the real world for this to work?
𝗥𝗶𝘀𝗸: What new exposure do we create as this scales?
𝗚𝗼𝘃𝗲𝗿𝗻𝗮𝗻𝗰𝗲: Who owns the outcome, not just the rollout?
𝗩𝗮𝗹𝘂𝗲: What should measurably improve in the next 30–90 days?

Here’s why I like these four so much:

𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝗼𝗻 exposes whether the team has moved beyond concept-level thinking.
𝗥𝗶𝘀𝗸 forces people to talk honestly about what could get harder, not what could get better.
𝗚𝗼𝘃𝗲𝗿𝗻𝗮𝗻𝗰𝗲 reveals whether leadership ownership is actually clear.
𝗩𝗮𝗹𝘂𝗲 helps separate serious initiatives from expensive wandering.

A lot of projects do not fail because the idea was bad.
They fail because these questions stayed blurry for too long.

𝗧𝗵𝗮𝘁 𝗶𝘀 𝘁𝗵𝗲 𝗸𝗶𝗻𝗱 𝗼𝗳 𝗽𝗿𝗮𝗰𝘁𝗶𝗰𝗮𝗹 𝘁𝗵𝗶𝗻𝗸𝗶𝗻𝗴 𝗜’𝗺 𝗯𝗿𝗶𝗻𝗴𝗶𝗻𝗴 𝗶𝗻𝘁𝗼 𝘁𝗵𝗲 𝗘𝗧𝗟𝗕. https://kent.solutions/enterprise-technology-leadership-brief

*****onMatters

04/01/2026

𝗔 𝗽𝗶𝗹𝗼𝘁 𝗶𝘀 𝗻𝗼𝘁 𝗽𝗿𝗼𝗴𝗿𝗲𝘀𝘀 𝗶𝗳 𝗼𝘄𝗻𝗲𝗿𝘀𝗵𝗶𝗽, 𝗿𝗶𝘀𝗸, 𝗮𝗻𝗱 𝘃𝗮𝗹𝘂𝗲 𝗮𝗿𝗲 𝘀𝘁𝗶𝗹𝗹 𝗳𝘂𝘇𝘇𝘆.

A lot of pilots look promising at the beginning because they are small enough to avoid the hardest questions.

That does not mean they are ready.

Before a pilot moves forward, I think leaders should be able to answer these 3 things clearly:

𝗪𝗵𝗼 𝗼𝘄𝗻𝘀 𝘁𝗵𝗲 𝗿𝗲𝘀𝘂𝗹𝘁?
Not the demo. Not the rollout. The result.

𝗪𝗵𝗮𝘁 𝗻𝗲𝘄 𝗿𝗶𝘀𝗸 𝘀𝗵𝗼𝘄𝘀 𝘂𝗽 𝗮𝘁 𝘀𝗰𝗮𝗹𝗲?
A controlled pilot can hide issues that appear only when more people, data, systems, or locations are involved.

𝗪𝗵𝗮𝘁 𝗺𝗲𝗮𝘀𝘂𝗿𝗮𝗯𝗹𝗲 𝗶𝗺𝗽𝗿𝗼𝘃𝗲𝗺𝗲𝗻𝘁 𝘀𝗵𝗼𝘂𝗹𝗱 𝗵𝗮𝗽𝗽𝗲𝗻 𝗻𝗲𝘅𝘁?
If there is no 30–90 day improvement target, it becomes much easier for a project to drift.

A pilot can be useful.
But a pilot by itself is not proof.

𝗧𝗵𝗮𝘁 𝗶𝘀 𝗼𝗻𝗲 𝗼𝗳 𝘁𝗵𝗲 𝗶𝗱𝗲𝗮𝘀 𝗯𝗲𝗵𝗶𝗻𝗱 𝘁𝗵𝗲 𝗘𝗧𝗟𝗕. https://kent.solutions/enterprise-technology-leadership-brief

*****onExcellence

03/31/2026

𝗧𝗼𝗱𝗮𝘆 𝗜’𝗺 𝗹𝗮𝘂𝗻𝗰𝗵𝗶𝗻𝗴 𝘀𝗼𝗺𝗲𝘁𝗵𝗶𝗻𝗴 𝗻𝗲𝘄: the 𝗘𝗻𝘁𝗲𝗿𝗽𝗿𝗶𝘀𝗲 𝗧𝗲𝗰𝗵𝗻𝗼𝗹𝗼𝗴𝘆 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗕𝗿𝗶𝗲𝗳.

I created it because I keep seeing the same pattern: a new initiative for enterprise leaders gets attention because the idea sounds strong, but the real ex*****on questions are still unanswered.
Here are 𝟯 𝗲𝗮𝗿𝗹𝘆 𝘀𝗶𝗴𝗻𝘀 𝗮𝗻 𝗶𝗻𝗶𝘁𝗶𝗮𝘁𝗶𝘃𝗲 𝗶𝘀 𝗻𝗼𝘁 𝗿𝗲𝗮𝗱𝘆 𝘁𝗼 𝘀𝗰𝗮𝗹𝗲:

𝟭. 𝗧𝗵𝗲 𝗼𝘂𝘁𝗰𝗼𝗺𝗲 𝘀𝗼𝘂𝗻𝗱𝘀 𝗲𝘅𝗰𝗶𝘁𝗶𝗻𝗴, 𝗯𝘂𝘁 𝘁𝗵𝗲 𝗼𝗽𝗲𝗿𝗮𝘁𝗶𝗼𝗻𝗮𝗹 𝗰𝗵𝗮𝗻𝗴𝗲 𝗶𝘀 𝘀𝘁𝗶𝗹𝗹 𝘃𝗮𝗴𝘂𝗲.
If no one can explain what actually has to change in process, behavior, handoff, staffing, or ownership, the idea is still too abstract.

𝟮. 𝗧𝗵𝗲 𝘁𝗲𝗮𝗺 𝗶𝘀 𝗱𝗶𝘀𝗰𝘂𝘀𝘀𝗶𝗻𝗴 𝗳𝗲𝗮𝘁𝘂𝗿𝗲𝘀 𝗺𝗼𝗿𝗲 𝘁𝗵𝗮𝗻 𝗮𝗰𝗰𝗼𝘂𝗻𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆.
It is easy to debate tools. It is harder to name who owns the outcome when things go sideways.

𝟯. 𝗦𝘂𝗰𝗰𝗲𝘀𝘀 𝗶𝘀 𝗯𝗲𝗶𝗻𝗴 𝗱𝗲𝘀𝗰𝗿𝗶𝗯𝗲𝗱 𝗶𝗻 𝗴𝗲𝗻𝗲𝗿𝗮𝗹 𝘁𝗲𝗿𝗺𝘀.
“Better visibility” and “more efficiency” are not enough. Someone should be able to say what improves, by how much, and in what timeframe.

That is the kind of lens behind this brief.

𝗜𝗳 𝘁𝗵𝗮𝘁 𝘀𝗼𝘂𝗻𝗱𝘀 𝘂𝘀𝗲𝗳𝘂𝗹, 𝗜’𝗱 𝗹𝗼𝘃𝗲 𝘁𝗼 𝗵𝗮𝘃𝗲 𝘆𝗼𝘂 𝘀𝘂𝗯𝘀𝗰𝗿𝗶𝗯𝗲: https://kent.solutions/enterprise-technology-leadership-brief

03/27/2026

𝗨𝗽𝗱𝗮𝘁𝗶𝗻𝗴 𝗺𝘆 𝘄𝗲𝗯𝘀𝗶𝘁𝗲 𝘄𝗮𝘀𝗻’𝘁 𝗮 𝗯𝗶𝗴 𝗮𝗻𝗻𝗼𝘂𝗻𝗰𝗲𝗺𝗲𝗻𝘁.

It was a quiet reset.

But those are often the changes that matter most. No big reveal. No dramatic shift.

Just a more accurate reflection of the work I’m doing today.
And honestly, that’s enough.

𝗕𝘂𝘁 𝗶𝘁'𝘀 𝗮 𝗯𝗶𝗴 𝗮𝗻𝗻𝗼𝘂𝗰𝗲𝗺𝗲𝗻𝘁 𝗻𝗼𝘄: https://kent.solutions

*****on

03/26/2026

𝗢𝗻𝗲 𝘁𝗵𝗶𝗻𝗴 𝗜 𝗱𝗶𝗱𝗻’𝘁 𝗲𝘅𝗽𝗲𝗰𝘁 𝘄𝗵𝗲𝗻 𝘂𝗽𝗱𝗮𝘁𝗶𝗻𝗴 𝗺𝘆 𝘄𝗲𝗯𝘀𝗶𝘁𝗲 𝘄𝗮𝘀 𝗵𝗼𝘄 𝗺𝘂𝗰𝗵 𝗰𝗹𝗮𝗿𝗶𝘁𝘆 𝗶𝘁 𝘄𝗼𝘂𝗹𝗱 𝗯𝗿𝗶𝗻𝗴.

Not just in how things look, but in how I explain what I do.

When your work evolves gradually, you don’t always notice how far it’s moved. But your messaging can lag behind without you realizing it.

That was happening for me.

Once I started redesigning the site, it became obvious what needed to change—and what didn’t.

Some things were still right. Others needed to be let go.

That process alone made the update worth it.

𝗖𝗵𝗲𝗰𝗸 𝗶𝘁 𝗼𝘂𝘁: 𝗵𝘁𝘁𝗽𝘀://𝗸𝗲𝗻𝘁.𝘀𝗼𝗹𝘂𝘁𝗶𝗼𝗻𝘀

*****on

03/26/2026

As organizations grow, their challenges don’t just increase—they change.

What starts as a need for efficiency often evolves into questions about:

• ex*****on at scale
• risk exposure
• ownership and accountability
• long-term sustainability

One of the most common gaps we see is not capability. It’s clarity.

Leaders are making decisions in increasingly complex environments, but the structure around those decisions hasn’t always kept up.

That is part of what the updated website is designed to reflect: a practical approach to helping leaders think through complexity with greater clarity.

The organizations that address these areas early tend to move faster—and with fewer costly surprises.

Learn more: https://kent.solutions

*****on

03/25/2026

𝗜 𝗺𝗮𝗱𝗲 𝗮 𝗾𝘂𝗶𝗲𝘁 𝗯𝘂𝘁 𝗶𝗺𝗽𝗼𝗿𝘁𝗮𝗻𝘁 𝘂𝗽𝗱𝗮𝘁𝗲 𝘁𝗼 𝗺𝘆 𝘄𝗲𝗯𝘀𝗶𝘁𝗲.

It finally reflects the fuller scope of my work—and where it’s heading.

Over the years, I’ve had conversations across everything from operational improvements to more complex enterprise challenges. What I realized is that my website was only telling part of that story.

So I fixed it.

The updated site still includes what I've been doing the last couple of years, but it also better represents the broader direction—how I’m helping organizations think through more complex decisions around ex*****on, risk, and long-term strategy.

If we’ve connected in the past, you may notice the difference.

If we haven’t talked yet, this will give you a clearer picture of how I think and how I approach problems.

Take a look: https://kent.solutions

Kent Solutions

04/14/2026

04/08/2026

04/07/2026

04/03/2026

04/02/2026

04/01/2026

03/31/2026

03/27/2026

03/26/2026

03/26/2026

03/25/2026

Address

Telephone

Website

Alerts

Contact The Business

Shortcuts

Share

Category