Work, and where each piece stands.

Consulting sites usually show finished work. Much of the work at Gemini Strategic Consultants LLC is not finished, so every item here says what stage it is at and what has not happened yet.

Systems we have built.

What each one does, and what it has not done yet.

A first look at repeated work

Most small businesses can list ten tasks they wish ran by themselves. Few can say which one costs the most time, or which to fix first.

A short questionnaire an owner fills in alone, before any call. Twenty-two questions cover five areas: new leads, follow-up, scheduling, reporting and data entry, and repeated admin. Fixed rules score each area and rank what to fix first, with a plain suggestion for each. The same answers always give the same result. The owner keeps the report as a PDF.

Working, internal build. It is built so the first conversation starts from a report the owner has already seen. No outside business has used it yet.

The question step of the repeated-work check, with two answers chosen.

One platform, many small tools

Small businesses repeat the same writing jobs every week: replying to reviews, writing up minutes, turning a process into a checklist, checking food cost on a menu. Each is small, but they add up, and a separate app for each would be slow to build.

One shared platform, then twenty-two tools on it. Each tool is a short module: its input fields, its instructions and, where it matters, a check on the output. Totals, percentages and length limits are computed in code. Every tool leaves missing facts as blank placeholders, and a person reviews each draft before it is used.

Internal build. Twenty-two tools and 202 automated tests, all passing on 24 September 2026. Nothing is sold or publicly hosted yet.

A list of writing tools on one shared platform.

A 300,000-message mailbox, made findable

One organization’s work mailbox had grown to about 300,000 messages. Real messages from people sat under years of receipts, newsletters and account notices.

A sender audit first, to see where the volume came from. A score that picks out real people, with one short call where the owner confirms priority contacts, who are then protected from every cleanup step. Four plain groups of automated mail, each with its own folder and an archive by age. Cleanup in batches that never deletes directly: removed mail waits in a holding folder and every action is logged. The whole method is packaged as a small desktop app.

Working desktop app. The method runs as one repeatable sequence. We have no run record or feedback yet, so we give no outcome numbers. Shown as words only: the mailbox holds other people’s mail.

Initiatives in progress.

Civic work with many partners. None of it is finished, and each status says what has not happened yet.

In development

Philadelphia Food Economy

The challenge: Philadelphia treats its food economy as several separate problems: hunger, farming, jobs, procurement, waste. They are handled by separate departments and funded by separate people. Nobody owns the connections between them, and the connections are where most of the value sits.
Our role: Writing the framework that treats it as one economy: where food is grown, who buys it, who gets fed, who gets hired, and what the city spends today against what it could spend locally. The policy case and the investment case in the same document, because they are the same argument.
Partners: City and state offices, regional funders, growers and food-access organizations, and institutional buyers.
Status: In development. The framework documents are drafted and with partners for review. Nothing has been adopted and no commitments are in place.

Site assessment

Controlled Environment Agriculture

The challenge: Philadelphia has the demand, the vacant square footage and the workforce need for year-round indoor growing, and almost none of the capacity. The buildings that could host it belong to institutions with no reason to think of themselves as farms.
Our role: Finding and assessing candidate sites, modeling what each one can grow and sell, and assembling the four parties a site needs before a single light goes in: the building owner, the operator, the buyer and the trainer.
Partners: Building owners, school and community facilities, growers and operators, institutional buyers, and workforce programs.
Status: Site assessment. Several sites assessed. One fell through when site control could not be secured. No site is operating, and no lease or offtake agreement is signed.

Concept stage

Food Is Thy Medicine

The challenge: Healthcare pays for the consequences of bad food and almost nothing for good food. Produce prescriptions exist, but the supply, the referral route and the reimbursement rarely line up in the same place at the same time.
Our role: Designing the pathway end to end (who grows it, who prescribes it, who pays, who delivers it and what gets measured) so that a health system is asked to join something that already works rather than to invent one.
Partners: Health systems and clinics, growers, food-access organizations, and the funders in between.
Status: Concept stage. Design work only. No clinical partner is committed and no patient data is involved. Any pilot would be built to meet HIPAA and Pennsylvania consent requirements before it began.

Employer conversations

Hospitality & Culinary Workforce

The challenge: Hospitality has permanent vacancies and a training system that produces people who leave inside a year. Employers blame the pipeline, the pipeline blames the employers, and neither of them is entirely wrong.
Our role: Starting from the employer side (what the jobs actually require, what they pay, and what a first year has to look like for someone to still be there at the end of it) and building training to that rather than to a curriculum.
Partners: Restaurant and hotel operators, training providers, workforce boards and community organizations.
Status: Employer conversations. Early. Scoping with operators. No program is running and no funding is in place.

Strategy drafted, internal review

Waste-to-Value

The challenge: The city spends heavily to move waste out and captures almost none of the value in it. Food waste in particular is carried as a disposal cost when it is an input to something.
Our role: Two strategy documents setting out where the value is, what the city could procure differently, and what the private and nonprofit sides would need in order to be in a position to bid for it.
Partners: City departments and authorities, haulers and processors, institutional waste generators, and prospective operators.
Status: Strategy drafted, internal review. The documents are written and in internal review. They have not been presented to the City. The City has announced its intent to award four-year disposal contracts, pending Council; recycling is procured separately and that process is still open.

In development

Anchor Procurement & Local Business Growth

The challenge: The region's anchor institutions spend enormous sums locally in principle. In practice a small business cannot meet the insurance, volume and payment-terms requirements to get onto the list, so the money leaves the city.
Our role: Working both ends at once (what the institution genuinely needs to see, and what a small supplier needs in order to produce it) and building the intermediary steps that neither side will build on its own.
Partners: Hospitals, universities, large employers, food service contractors and small suppliers.
Status: In development. Conversations under way with buyers and with suppliers. No procurement agreements are in place.

Pilot planning

Africa–Philadelphia Trade & Investment

The challenge: Two-way trade between Philadelphia and African markets runs on individual relationships and almost no infrastructure. Goods move, capital does not, and neither side has a route that survives one person leaving.
Our role: Building the relationships and the practical infrastructure around a first agricultural pilot: production, offtake, logistics, and people at both ends who will still be there next year.
Partners: Growers and cooperatives, importers and distributors, diaspora business networks and regional trade organizations.
Status: Pilot planning. A first agricultural pilot is being planned. Nothing is contracted and nothing has shipped.

If one of these is your problem too, say so.

Most of this work started because someone described a problem out loud and it reached us.

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