Fair question. The honest answer is that they're the same job. Both are about making a complicated thing work in public, where it's obvious when it doesn't and somebody is waiting on you.
There's also a pattern I only noticed afterwards: I keep building the software I couldn't buy while I was doing the work. Nine years running a product company became AI Discovery Group. Years of producing events, as an IATAN-accredited producer, became Planidex. Neither started as a business idea. Both started as a Tuesday I was sick of.
I learned this by being the one it landed on.
The order matters more than any single part of it. Almost every failed project I've seen did these backwards — picked the software first, then went looking for whose job it was.
Your org chart shows who reports to whom. It doesn't show where people fall through. I trace what actually happens to an enquiry from the moment it arrives, and those two maps are almost never the same shape.
Most of this job is working out what not to automate. Nobody sells you that decision, because there's no software to invoice for it. It's usually the one that saves you the most money.
A strategy that stays a PDF is just an expense. Everything ends with something running and somebody's name against it, so it survives the week after I leave.
If you can't see what a system decided and why, you haven't automated anything. You've moved the risk somewhere you can't watch it.
Every demo shows you the easy version.
Write me four lines about what's breaking. I read everything myself, usually the same day. If I'm not the right person, I'll say so and point you at someone who is.
Tell me what's breaking