Built by an engineer, to a standard that doesn’t depend on which engineer.

If you knew me from PPC Pitbulls, you’ve found the right person. I started PPC Pitbulls in 2020, bidding on Upwork projects at $1,000 a month and trying to sell them into $2,000 a month. For most of the years since, we ran Google and Meta ads, mostly for ecommerce brands, and the part I was best at was the plumbing underneath them: getting what the ad platforms reported to agree with what Shopify said came in.

Janaitis Business Systems is the business-systems practice that grew out of PPC Pitbulls: same owner, same company (PPC Pitbulls LLC, doing business as Janaitis Business Systems), a different job. We connect the CRM, quoting, accounting and project software a $2M to $20M manufacturer already owns, so the numbers reconcile and the retyping stops. PPC Pitbulls is still open, still taking new clients, and still served by the same small team.

I’m Andy Janaitis. I came up on the analytics and software-development side, so I build the connections most consultants can’t. And I ran this layer inside my own company before I sold it to anybody else. What you’re buying is the standard the work is held to, and that somebody who can read your systems is accountable for it by name.

Is Janaitis Business Systems the same company as PPC Pitbulls?

Yes and no: one owner and one legal company, with two names for two kinds of work. Janaitis Business Systems is a d/b/a of PPC Pitbulls LLC. That’s why its name sits in the footer of every page on this site. The same small team delivers both. PPC Pitbulls clients are long-term and happy, and none of them needed a naming conversation or a change of strategy from me, so they kept the name they know. If you’re looking for paid ads, we’re taking those clients too. If you’re looking for your systems and numbers to agree, that’s Janaitis Business Systems.

If a Janaitis Business Systems client needs paid ads, we can still run them. It just isn’t what the engagement is about.

Why did I stop leading with ads?

Because the manufacturers I wanted to work with kept telling me, four different ways, that ads weren’t their problem. I’d spent the first half of 2026 aiming PPC Pitbulls at industrial and precision manufacturers, and four things happened over about two quarters:

  • A specialty manufacturer I’d been introduced to warmly gave me a facility visit and their backend data, and I built them a full audit. I offered a cancel-anytime pilot at about $5,000 in fees, and they passed. That was already the cheap, de-risked version, so price wasn’t what stopped it.
  • I built a profit-leak workbook for manufacturers, put it out actively and passively, and ran paid ads behind it. It got zero takers.
  • A manufacturing contact from in-person networking told me he wasn’t in market for PPC.
  • I went to an AI-for-manufacturing summit. The room was excited about AI and about connecting systems, and visibly allergic to marketing.

I was in the right rooms with the wrong product. Meanwhile, the two pilots I did have mostly weren’t ads work. Most of what they needed was CRM-to-dashboard connection work, the same thing I’d been bolting onto ads engagements for years as our differentiator without ever selling it.

Then I sat down to map every constraint that keeps a manufacturer’s numbers from being trustworthy. I drafted it in a night, and only three of the twelve constraints were marketing. The rest were handoffs from the form to the CRM, from the CRM to quoting, and from quoting to the books. The map came back wider than the offer it was meant to serve, and I’d been carrying it around for a day before I noticed. That map has since become the nine constraints in three tiers we diagnose with today.

The last push was a lunch with a mentor who runs a bigger agency and had already moved into manufacturing. I was describing the system I’d built to run my own company, and he stopped me mid-sentence to ask why that wasn’t the product I was selling. I didn’t have a good answer.

I’m more energized building systems and connecting data than I ever was running a paid-media agency. I want to be closer to how these businesses run day to day, and I wanted work I’d still want to be doing in ten years. This is the first version of that I can also stand behind today.

Who is Andy Janaitis?

I’m an engineer who found his way into data and software, then into marketing, and now builds business systems for small manufacturers. Here’s the order it happened in, because my podcast bios each pick out a different piece of it and they’re all true.

I have an industrial engineering degree from the University of Pittsburgh, which gave me a general grounding in manufacturing. The only time I worked inside a manufacturing business was an internship at GE’s locomotive plant in Erie, Pennsylvania, on the data team, doing vendor analytics: which suppliers were more or less reliable, worked out from spreadsheets and databases. It was business analytics, which is more or less what I do now.

After graduating I went to work in federal contracting, in modeling and simulation, building models of how data moves across computer networks. That’s where I taught myself to code and became the team’s JavaScript person, building the tools that managed the models and showed the results. From there I moved to another contractor, building the user interface for a data science product, which kept me close to the question of how to show people data so they make the right decision. After a few years I moved toward project and product management on those tools. My last job before PPC Pitbulls was lead JavaScript engineer for an energy company, where I spent most of my time managing the APIs that fed the front-end applications. Somewhere in the middle I picked up a master’s degree in engineering management. All of it points the same direction, which is why systems integration for manufacturers feels like exactly my background.

The first lesson I learned working with data is the one I still sell: a sophisticated model can’t rescue bad inputs.

From there, some colleagues pulled me over into paid ads, and it was a natural fit, because the foundational things that get ads right are technical and come from a development mindset. I started PPC Pitbulls in 2020, three months before my first child was born.

The way we’ve described ourselves internally for years is a trusted mechanic. When you find a good mechanic you hold on to them, because they’ll be honest with you even when the answer is bad. I won’t guarantee you a result, because nobody honest can. What I’ve always promised is that we’ll know where every one of your dollars went.

I’ll be straight about manufacturing, too. It’s roughly what I was trained in, and I’ve spent a lot of time around it, but apart from that internship it isn’t something I’ve worked in day to day. What I bring to your shop is the office side: the systems, the records and the numbers. That’s where the money leaks. I’m based in Ellicott City, a suburb of Baltimore, Maryland, and work with manufacturers wherever they are.

Where does my standard for “a number has a trail” come from?

I grew up around aviation maintenance, and the standard I hold this work to comes from there: a number either has a trail back to where it came from, or it doesn’t count.

My father is retired now. He started in an avionics shop with a professional certificate in aviation maintenance, worked service centers for a major private-jet manufacturer, moved from mechanic to managing mechanics, and ended his career as director of maintenance for a corporate flight department. He still owns a Cessna 182 and does all of its maintenance himself. My oldest brother is an aviation attorney who handles contracts for buying and selling aircraft. My middle brother was a mechanic on corporate jets and now recruits mechanics for flight departments. All three of them are private pilots.

I’ll say plainly that relatives aren’t a credential, and nobody should hire me because of them. What they gave me is a way of looking at work. A few years ago I helped my father through his plane’s annual inspection, the big yearly maintenance package, pulling panels so he could inspect and greasing bearings. It’s a one or two day job, nothing dramatic, but every item gets checked off and written down, and nobody gets to say “it’s probably fine.”

Growing up, my father went to the big business aviation conference, NBAA, every year, and came home with a bag of giveaways for us kids. In our senior year of high school, he took us down for a week, to the parties and to meet the people he worked with. And I remember going to the airport with him when I was four or five, walking around looking at the planes, getting a hot chocolate at the FBO, and spilling it on myself before we went up for one lap around the pattern. This year I’m heading to NBAA to work it for the first time.

In aviation manufacturing, every part carries a paper trail back to the day it was made, and nobody gets to guess. Then you walk into the office of the same shop, and last quarter’s margin lives in a spreadsheet and three systems disagree about the same order. I see that gap in plenty of manufacturers. It just reads stranger in aviation, and that’s why we wrote a page for aviation and aerospace manufacturers.

Did we run this on our own company first?

Yes. Before I sold this work to anyone, I spent months building and running it inside our own company, and I keep a maintenance log of every change since, starting in March 2026. Our system connects the CRM where we sell, the QuickBooks where we invoice, the ClickUp where we run projects and the Harvest where we track time.

Two of the handoffs it fixed will sound familiar to anyone who runs an office:

The close. For a sale to close, three things have to happen: the client signs the contract in our CRM, pays an invoice through QuickBooks, and books a kickoff call. That used to be manual and a real pain. If nobody created the client’s Harvest project before the kickoff call, my team had nowhere to log their time, so they logged it to a temporary code and we fixed the entries later. And if the client’s tasks and profile weren’t set up in ClickUp, the account strategist showed up to the kickoff finding things out for the first time, asking questions I’d already had answered during the sale. That’s a bad look in front of a new client. Now the signed contract builds the project, its phases, its tasks and its contacts automatically, and the strategist reviews it all before the call. For a three-person team, I estimate that automation and the reporting around it saves us 10 to 15 hours a week, and some of the work it covers is work we’d never have done by hand.

The monthly status call. One of our larger engagements is a single contract covering a lot of smaller projects, and once a month I review all of them with the owner of the parent organization. For a while we tracked those projects in a spreadsheet that someone updated by hand before each call. Something was always out of date. I’d get on the call and sound stupid, telling our own customer a project was in progress when I was pretty sure I’d seen an email saying it was done. Now the hours come straight from the time tracker and the status comes from the client health board we review every week, so what I see is what lives in the systems.

Building it taught me two things I bring to every client. Some systems don’t need connecting at all, and the fix is showing the team which system already holds the number. And two systems can call the same thing by different names (one tool’s “space” is another’s “project”), so if you connect the wrong nouns, you create more dirty data. The maintenance log is the honest answer to why this is a standing engagement rather than a project with an end date: every new product, customer, employee and tool breaks something you rely on.

One limit you should know about before we talk. My own company runs on a CRM, ClickUp, Harvest and QuickBooks. None of those is an ERP, and I haven’t built a direct CRM-to-ERP integration for a client. Many of the small manufacturers I talk to don’t run a true ERP either. If you do, we can connect to it wherever it opens its data, and I’d tell you plainly where the work gets harder.

What won’t Janaitis Business Systems do?

Seven things, and they’re on this page so you can hold us to them. Most firms in this space publish none.

  1. We don’t touch the machines. No PLCs, controls, robotics, vision or safety systems. We work the back office, which is where the money is leaking.
  2. We don’t rip out what you’re running. We make the systems you’re already paying for talk to each other and work better.
  3. We don’t sell or resell software. If a vendor ever offers us a commission for recommending them, it comes to you as a credit on your invoice.
  4. We don’t run AI pilots. A pilot proves something is possible, then collects dust.
  5. We don’t do servers, security or networks. That’s your IT company’s job, and we work well with them.
  6. We don’t do payroll or build scheduling engines. Those are different professions. We’ll tell you what we see and who to call.
  7. We don’t do sales training. We teach teams to use systems and AI, and we leave teaching them to sell to someone else.

Number 3 is the one you can check without trusting me, because the credit shows up on the bill every month it applies. We also don’t price on a percentage of anything, because a percentage pays the firm more when you spend more.

Where does your data go?

Your data stays on the platforms you already chose and already vetted. We work inside the systems you own.

Your CRM, your quoting tool, your accounting. Whichever ones they are, they came with their own security posture, their own certifications and their own audit trail, and you bought them partly for that. We connect them to each other. We don’t move your business onto a platform of ours, because we don’t have one for your data to sit on.

Read access before write access, always. Writes are scoped to what we agreed and never casual. Your data is not used to train anything, and a person reviews anything an AI produces before it reaches a decision.

If your IT company or your insurer needs specifics, we’ll answer their questionnaire directly and name exactly where each system stands.

What should you compare us to?

Probably one of these, because there isn’t another firm built quite like this one:

  • An independent consultant. Paid only by you and strong at choosing software. Usually one person, so the work depends on them.
  • Your software vendor’s partner. The deepest expert on one product, and paid in part by that vendor. Often stops at the edge of their own product.
  • A fractional CIO. Senior judgment on the plan, for part of the week. Many don’t build the connections themselves.
  • A full-time hire. Someone in the building every day, who becomes a single point of failure when they’re out or leave.
  • Janaitis Business Systems. A small team that works across your whole stack, sells no software, and is paid a flat monthly fee for pace.

If you’re choosing between an independent consultant, your software vendor’s partner and a systems team, I’ve laid out how to decide in Hiring an ERP Consultant After Go-Live: Independent, Vendor Partner, or a Systems Team.

What happens if you book a call?

You get twenty-five minutes, five questions about how your systems work today, and nothing to prepare. You’ll leave knowing which of your systems disagree, what I think is binding and why that one rather than the loudest one, and an honest answer on fit. If you’d be better off spending the money somewhere else, I’ll tell you that too, and it happens more than you’d expect.

How We Work walks through the nine constraints and what the first ninety days look like. And if you found this page because you knew PPC Pitbulls, thanks for looking me up. I’m glad you did the homework, and I’d enjoy catching up on what’s changed for you too.

Book a 25-minute call. Free.