About Red Dog Advisors
I’m Jeff Andrews. For over 30 years, I’ve led technology and growth functions at Fidelity Investments, Paycor, Velosio, and Allmerica Financial—as an operator inside the business, not a consultant visiting it.
I started Red Dog Advisors because mid-market companies make six-figure technology decisions without the right experience in the room. They get advice from vendors who offer one or two solutions and profit from their single answer. That’s not advice. That’s a sales process with a consulting invoice attached.
I’m independent and remain focused on helping you determine what’s the best fit for your specific needs and requirements.
Based in Cincinnati, Ohio, I serve clients throughout the U.S., Canada and Europe.
Where I’ve Been
For six years I ran an ERP practice at a national implementation partner, with full P&L responsibility—sales, marketing, consulting delivery, technical development, and product strategy. I inherited it in decline and grew the client base 280% and revenue 265%.
I’ve sat on the other side of the table. So I know how technology and ERP deals get structured, where the margin is, which implementation estimates are real and which are optimistic, how to spot overselling, and what a partner does when a project starts slipping. Little of that changes from one provider to the next—the mechanics are much the same whether the proposal says Oracle NetSuite, Acumatica, Microsoft Dynamics, Sage Intacct, or something else. My experience includes working with hundreds of technology point solutions from companies like Avalara, RF-SMART, Celigo, Click Up, Tipalti, Shopify, DocuSign. When I’m with you in a demo, I’m not guessing at what’s behind it.
Before my focus on ERP solutions, I spent 20 years on the growth side of the business: VP of Marketing and Product Strategy at Fidelity Investments, VP of Corporate Growth at Sheakley, VP of Business Development at Intrust IT, and marketing and revenue performance leadership at Paycor.
Most technology advisors came up through IT. While technology has been a consistent part of my entire career, I came up through revenue—marketing, product strategy, business development—and then ran a technology practice. Most technology decisions aren’t a fight between right and wrong. They’re a tradeoff between things that both matter. That’s why I can sit in a room where the CFO and the COO want different things and get you to a decision that benefits all functions.
Who I Work With
Mid-market companies, typically $20M–$500M in revenue and 50–1,000 employees, most often in distribution, manufacturing, and professional services. I work with clients across the U.S., Canada, and Europe.
The common thread isn’t really industry. It’s a company that has outgrown the systems and decision-making that got it to its current state, and realizes the importance technology plays in their operational efficiency and competitiveness.
What I Do
Five things: fractional technology leadership, ERP assessment and selection, technology stack assessment and modernization, growth strategy, and AI readiness assessments.
“I’ve spent my career on the inside of these decisions. If you’re facing one, I’d be happy to talk it through—whether or not it turns into work.”
Jeff Andrews
Founder and Principal