PORTAGE ADVISORY
Clearer roles. Better decisions. A business that runs with less dependence on you.
For growing businesses. Rooted in Minnesota.
WHEN THE BUSINESS OUTGROWS THE OLD WAY
Before adding another manager, examine what work the role would take on, which decisions it would own, and whether management capacity is actually the constraint.
A reasonable solution can still address the wrong problem. Portage connects the evidence to the decision—and makes the tradeoffs visible.
How we help
Operating Clarity is the diagnostic entry point when the cause is unclear. When the issue is sufficiently understood, a working session or implementation support may be the next step.
How the work moves forward
Name the decision and what needs to be understood.
Look at the work and test possible explanations.
Make the tradeoffs and remaining uncertainty clear.
Change, test, investigate further, pause, or involve a specialist.
Leadership is considering another hire, manager, or software purchase and needs to understand what would actually solve the problem.
Explore the DiagnosticThe workReview selected evidence, test plausible explanations, and recommend a practical next move.
What you receiveExecutive brief, evidence map, prioritized recommendations, 30–60 day action plan, and leadership readout.
When the issue is sufficiently understood, but leadership needs help turning it into a decision, clear responsibilities, or a practical plan.
Discuss a Working SessionThe workWork through a bounded decision, clarify ownership, or plan a practical test.
What you receiveA written decision or change plan with owners and next steps.
Scope, timing, and fee are agreed before work begins.
When findings have been accepted and the business needs help putting a defined change into practice—for example, redesigning roles, clarifying decision authority, or establishing management routines.
Discuss Implementation SupportThe workSupport the agreed redesign and help leadership assess whether it is working.
What you receiveDefined operating tools, responsibilities, and review measures suited to the scope.
Scope, timing, and fee are agreed before work begins.
A diagnostic helps when the cause is unclear. It is not required before every engagement.
The work, made visible
See how the question, what we find, the options, and the next steps fit together.
Illustrative example—not client work
Approval patterns, role authority, and available supervisor capacity.
Capacity, unclear authority, and incomplete requests could each create similar pressure.
If routine approvals dominate and supervisors have capacity, test defined approval authority before adding a management role.
A conditional example, not an established finding.
Where Portage works
01 / Businesses
For owners and leaders working through hiring, role clarity, owner dependence, management load, or growth.
For Businesses02 / Community care
For provider leaders facing recurring pressure in staffing, scheduling, documentation, follow-up, or supervisor capacity.
Minnesota Community Care
The person behind the work
Dawon Bahtuoh brings experience across frontline service, restaurant management, finance, and enterprise workforce strategy.
At Target, he served as a Senior Business Partner in Strategic Workforce Planning, helping senior leaders connect business priorities with workforce capacity, organization design, and investment decisions.
His earlier experience includes running a restaurant business, customer service, and financial analysis—giving him a practical view of how decisions affect the people doing the work.
He holds Cornell certificates in Human Resources Management, HR Transformation, and Business Strategy.
About DawonStart here
Bring the situation, what you have already tried, and the change you are considering. You do not need the diagnosis before the conversation.
