About OpsWright Group.
A Portland practice built around a critical business stage: the transition of a company that runs on its founder to a company that runs on a system.
Who leads the work.
Raymond Belt leads OpsWright Group.
In 2002 he founded The ProComp Group, a successful information technology services firm (MSP) in Portland's Sellwood-Moreland neighborhood. He built it, ran it for twenty-two years, and sold it in 2024. Over that span of time, the firm owned the infrastructure that more than eighty small and mid-sized companies bet their businesses on. Long-term relationships were the norm, and the firm grew largely on referrals, which only happens when clients trust the advice they are given and value the service they get. Being the trusted advisor a client calls on before decisions are made was the proof in the pudding.
Before ProComp, Raymond came up through the ranks doing operations and systems work. He managed daily operations for a tri-state installation company, handling hiring and payroll, the IT infrastructure, and the coordination of installers, materials, and equipment across contracts. He ran network operations for a securities firm in Washington DC. He was a senior consultant for Idea Integration and Modis, aligning client systems with the way those businesses actually worked. And earlier still, he founded an acoustical and noise control engineering consultancy, which included writing a three-dimensional room modeling program to better predict design performance and materials selection/placement.
Raymond holds a Bachelor of Science in Mechanical Engineering from the University of Rochester, with concentrations in acoustics and business management, many IT certifications, and is a certified Professional Scrum Master.
Learning the hard way.
Two things happened over those twenty-two years of building The ProComp Group, and OpsWright Group was born out of the space between them.
The first was about exposure. Owning a client's infrastructure means being on the inside of a business rather than presenting to it, and over two decades, that meant working alongside more than eighty founders across many different disciplines: accounting, manufacturing, engineering, construction, legal, healthcare... and the list goes on. Companies evolve differently, create different process, and run almost entirely on relationships. Founders with a firm and well-earned conviction about the right way to run their business would have been wrong about how to operate the one down the street. Two decades of that exposure solidifies the understanding that there is no single correct way to run a business, no magical methodology, no one-size-fits-all process, and no universal system. That is why this practice diagnoses before it designs, rather than forcing a preconceived template onto the work.
The second was about reality and what he learned by running his own business. ProComp grew, had an amazing team, served clients well, and eventually sold. It did all of that without the operating system described on this site. It got there the hard way, on exactly the workarounds, side conversations, and individual heroics that almost always separate the companies that stall from the ones that scale. Yes, it was successful, but it could have been easier, and much less stressful!
It also cost more than it needed to. Growth was slower and less than it should have been. Delegation stayed harder than it should have been, for longer. Too many decisions ran through one person, and the ceiling that was artificially put on the company was real even when it was invisible from the inside. Knowing what he knows now, a great deal of it would have gone differently.
The entire reason this practice exists is to give founders the structure to build what their businesses can become, not to explain a framework from the outside. The framework is published here in full: each phase, its intended outcomes, and the assets you will own when the work is complete.
Who you will be working with.
Raymond leads every engagement personally, from the initial Readiness Assessment through to handoff. Where the work calls for specialized depth, most often in execution systems, platform configuration, integrations, and data integration, he brings in specialists from the practice's network.
Team composition follows what the diagnostic surfaces rather than who happens to be available, you will know who is involved and why before they are involved, and accountability for the engagement stays in one place from beginning to end.
What we believe.
Four convictions shape how every engagement runs.
Diagnose before designing: We will not prescribe an operational overhaul for a company we have not examined.
Good people struggle without good systems: Build the structure before judging whether the person is in the right seat.
The system only exists if people use it: We measure success by whether it is still running six weeks after we step back.
Founders bottleneck because delegation is structurally unsafe: Letting go is not a matter of willpower. It is a matter of whether the structure exists to make it a reasonable risk.
Portland and the PNW is our home.
OpsWright Group is based in Portland, Oregon and works across the Pacific Northwest. Engagements run hybrid, with analysis and documentation handled remotely and the strategy sessions, facilitation, and training done in person wherever the geography allows.
The regional focus is deliberate rather than a limitation. This work involves being in a room with your leadership team at the moments that matter most and doing that well means being there in person.