About
Before Apex, I worked inside operations that could not afford to break.
The systems I build come from understanding what happens when operations fail, not from a case study.
I run port logistics at Otay Mesa, coordinating cross-border freight and driver compliance across the US-Mexico corridor. Not as a consultant who observed the operation. Inside it, every day, where the cost of a missed handoff is measured in real trucks and real delays.
The first system I built was for MexLog, a drayage company running 200+ drivers on both sides of the border. I built it because I watched coordination gaps cost the operation every week. Dispatch information getting lost between shifts. Compliance documents missing at the wrong moment. I built the system to fix a problem I personally understood. That system is still running.
Since then: an electrical contractor had their best revenue quarter on record, driven by a lead generation system built in six weeks. A multi-location dental group in San Diego is in active deployment now. Every engagement starts the same way. I look for where revenue is leaving the operation that nobody has formally tracked.
The answer is usually visible within a week to someone who has worked inside an operation at scale. And it usually takes less than 30 days to stop.
Background
- +Port logistics, Otay Mesa / US-Mexico corridor
- +Cross-border operations and compliance
- +Bilingual: English and Spanish
- +San Diego / National City
Deployments
- +$43,000+ in new pipeline (OGC Electrical)
- +200+ driver fleet automation (MexLog)
- +Multi-location dental reception (active)
Why Dental
The bottleneck is always the same.
Dental practices are a specific kind of operation. Revenue walks in through a phone call, gets lost at the scheduling step, and either shows up in the chair or books somewhere else. The margin for error is measured in individual patients, and each patient represents $1,400 or more in lifetime revenue.
The bottleneck is almost always the same: not enough coverage after hours, not enough follow-up on no-shows, not enough capacity to handle the volume the front desk was never designed to absorb. These are not management failures. They are structural gaps.
I solve that specific problem. Not with a software product, but with a system built around the exact failure points in your practice.
Want to understand if your operation is the right fit?