I'm Josh. I'll be the person doing the work.
I help IT leaders improve the Atlassian platforms their teams rely on, from deciding what needs attention to delivering a defined project and taking ongoing ownership.
I have run Atlassian platforms from inside the business and consulted on them from outside it. I understand the competing priorities, internal conversations, and handovers that determine whether a technical change becomes a useful improvement.
Asheville, NC · Remote with clients anywhere
Fifteen years in IT. Ten of them owning Atlassian.
Operations, then platform ownership, then consulting, then the director's chair buying it. Standup Digital is the fourth.
Nine products, and the seams between them.
Workflow, automation, and the governance around both.
Spaces people can actually find things in.
Request types, queues, SLAs, and the desk behind them.
Access, domains, and policy that survives an audit.
A CMDB that stays true after go-live.
AI rollout with governance and named champions.
Ideas ranked before they become tickets.
Repos, pipelines, and Jira links that hold.
Async walkthroughs that replace the meeting.
Most of the work lives where two of these meet.
I have hired consultants, and I have been one.
Most Atlassian consultants have only sat on the vendor side. I have sat there too, as a director at a Platinum Solution Partner, helping grow the Atlassian practice from five consultants to twenty while it was named Atlassian Partner of the Year more than once. I have also been the director signing the statement of work, and the one whose team had to run what was handed over. I know what the handover looks like from your chair, and what tends to be missing from it.
So the configuration is only a small part of the job. A workflow can be technically correct and still make someone's day harder. I pay attention to the process, the people responsible for it, and the decisions the platform needs to support, because I have been the one left holding it.
What working with me looks like.
Direct communication
You speak with the person assessing and delivering the work.
Written scope
Deliverables, responsibilities, assumptions, fees, and completion criteria are agreed before work begins.
Visible progress
We agree a communication cadence and raise decisions and dependencies as they arise.
Usable handover
Documentation and knowledge transfer are part of the agreed delivery, so your team can operate what it receives.
Start with how much you want to hand over.
When the priorities are not agreed yet. You hold a ranked report, not a project.
When you know the change you need and want it built, tested and handed over.
When the platform needs a direction, not another project.
Let's talk about what your team needs.
You don't need a finished brief. A clear description of the problem is enough to start.