About Felix Medina Jr.

Felix Medina Jr. is an entrepreneur and business operator who builds technology-enabled service companies. His focus is the part of business that customers actually feel: what a job costs, when it will happen, who is showing up, and what happens when something changes. Most of his work involves bringing software into industries where the work itself is physical and the margin for confusion is small.

Much of that work sits in moving and logistics. It is an industry where the product is a promise about time and care, and where operations either hold or visibly fail in front of the customer. Quoting, dispatch, crew scheduling, and day-of communication are all separate problems that customers experience as one thing, and building them to work together is the difference between a business that scales and one that depends on a handful of people remembering everything.

Technology in service businesses

He approaches technology as infrastructure rather than novelty. Clear quoting tools, scheduling that reflects real constraints, structured job records, and automatic updates to customers are not impressive on their own — they are simply the most reliable way to deliver the same experience on the hundredth job as on the first. The measure of a system is whether a competent new employee can follow it correctly on a busy day.

Artificial intelligence, used carefully

Artificial intelligence is part of that same practical toolkit. In small teams, the useful applications tend to be unglamorous: drafting replies for a person to review, turning a phone conversation into structured job details, classifying incoming messages so the urgent ones surface first. Felix Medina Jr. is consistent about where the line sits — pricing, commitments, and unhappy customers belong to people, not to automation.

Customer experience and operations

Customer experience, in his view, is produced by operations rather than by marketing. Response speed, honest pricing, kept arrival windows, and quick recovery when something goes wrong are all operational decisions with owners, measures, and standards behind them. Businesses that treat those as a service culture rather than a set of systems tend to be excellent when someone senior is watching and inconsistent the rest of the time.

How he works

The operating approach is straightforward: write down the process that already works, give every outcome a single owner, track a small number of numbers people will act on, build the checks into the workflow rather than into an audit, and review on a fixed rhythm. Change one thing at a time so the business learns what actually made the difference.

Alongside building companies, he writes about the practical side of running service businesses — operations, customer communication, lead handling, and where technology genuinely helps. Under both forms of his name, Felix Medina Jr. and Felix M. Medina Jr., the through line is the same: fewer promises, more systems that keep them.

Businesses and projects

The clearest expression of that approach is All Speed Moving, where quoting, dispatch, routing, and customer updates are treated as one connected system rather than four separate habits. All God All Speed applies the same thinking to getting small service businesses online with AI-assisted website work, and Metch AI remains in development. Every company he is associated with is listed on the businesses and projects page, with nothing described as active until the role and the website are confirmed.

What he writes about

Two subjects come up most often. The first is moving and logistics: dispatch optimisation, crew scheduling, estimating, route planning, and the communication that decides whether a customer feels looked after or left guessing. The second is AI and technology in service businesses: phone agents that capture a job properly at nine at night, follow-up that does not rely on someone remembering, and the boundary where a person has to take over.

The articles are written from the inside of an operating business, not from a research summary. That means examples rather than statistics, frameworks he actually uses, and a willingness to say when something did not work. Where an article relies on a fact from outside the business, it links to the primary source so a reader can check it.

How to get in touch

Business enquiries, partnership conversations, press and media requests, and speaking invitations all go through the contact page. Interviews and appearances, once they run, are listed on the media page — and nothing appears there that has not actually been published.