Final Stop.

Final Stop Consulting logo in gray text with stylized initials "FSC" inside a circle.

“Transformation” Ends. Reality Begins.

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My Approach

Stabilization Over Innovation

The industry is obsessed with "Transformation." I am obsessed with reality. I don't sell future-state roadmaps or AI buzzwords. I focus exclusively on the maintenance phase. That means fixing broken integrations, untangling circular logic, and stabilizing tenants that are suffering from complexity overload. If your system is rotting, you don't need another external vision; you need a mechanic.

Fighting System Decay

A Workday tenant is a thermodynamic system. Every new rule, every event run, and every "quick fix" adds to the load. I look for where the complexity is leaking and plug the hole. I solve the root cause so the ticket doesn't come back in six months.

The Surgeon, Not the Hospital

Final Stop is a deliberate practice of one. You aren't buying a "team" of junior associates managed by a partner you’ll never see. You are buying my time. My experience, my context, and my hands on the keyboard. No handoffs, no telephone games, and no billing for "training time." You pay for the result, and you get the person who knows how to deliver it.

Frequently Asked Questions

  • No. Final Stop Consulting is an independent practice by design.

    While I maintain the technical pedigree you would expect from a Lead Consultant at a firm, I choose to operate independently.

    Why? Because Partners serve both the client and the vendor. They are often (internally) incentivized to "sell the roadmap" or protect the software's reputation.

    By remaining independent, I remove that potential conflict of interest. I don't answer to a partner channel manager; I answer to you. This allows me to provide unfiltered technical truth and solutions that prioritize your operations over suggested best practices.

  • Me.

    Final Stop is a deliberate practice of one. You are hiring a specific set of eyes and hands to perform surgery on your configuration.

  • The entire HCM chassis.

    While I often enter a client via high-complexity Benefits or Advanced Comp issues, I am a full-stack consultant. I cover Integrations, Payroll, Time, Absence, Learning, Performance, and Talent.

    I don't touch Scheduling (I have not worked in it yet), and I am still working through Orchestrations, but everything else in the HCM suite is fair game.

    My value lies in the intersections - knowing exactly how a change in Absence accruals will break your Payroll run, or why your new Performance cycle is stalling your comp process. I don't fix modules in isolation; I aim to fix (or at least diagnose) the ecosystem.

  • You likely treated your HRIS as a fluid system by adding rules, boomerangs, and other forms of complexity without accounting for the load.

    Adding complexity to any system without proper integration and maintenance always causes it to decay.

    Eventually.

  • Because you need someone with nothing to lose.

    Internal teams fear political blowback. Big Firms fear losing the upsell. I fear nothing but a broken system. I can say the things your team is thinking but cannot say. I break the inertia so you can move.

  • Most clients engage FSC on a monthly retainer to own a specific domain (usually Benefits, Payroll, and Reporting) or to troubleshoot critical failures. I am the "Red Phone" on your desk. When the dashboard goes red, you call me, and we turn it green.

    But honestly, it’s whatever works for us. The benefit of being a company of one.