Services
Your business doesn’t need more ideas. It needs to work better.
As the business grows, operations get more complicated. More people. More tools. More handoffs. More decisions.
And somehow, more of it still ends up with you.
I help founder-led businesses figure out what’s getting in the way, fix what isn’t working, and build an operation that can carry more without requiring more of the founder.
Growth has a way of exposing what the business has been getting away with.
At a smaller size, you can compensate.
You remember the details. You answer the questions. You catch the dropped handoff. You know which spreadsheet is actually current.
Eventually, that stops working.
You’re still the bottleneck.
Decisions reach you that someone else should be able to make.
Growth made things messier.
You added people, customers and tools, but running the business didn’t get easier.
Ownership is unclear.
Good people are working hard, but things still fall between roles and departments.
Technology isn’t helping enough.
You have systems — maybe plenty of them — but people still rely on spreadsheets, workarounds and memory.
The same problems keep coming back.
They get fixed temporarily, then appear somewhere else.
You know something needs to change.
The harder question is what to fix first.
That’s usually where I come in.
Primary relationship
Fractional COO
When the business needs someone to help run operations — not just tell you how to improve them.
I step into the business as a part-time operating leader. That means working alongside you and your leadership team to set priorities, clarify ownership, make operating decisions, strengthen accountability and make sure important work actually gets finished.
This is usually the right relationship when the problems aren’t confined to one process or department. They’re connected — and someone needs enough authority and visibility to work across them.
This may be the right fit if: too much of the business still depends on you, your managers need stronger operating structure, or you need experienced operational leadership without hiring a full-time COO.
You may not need a Fractional COO.
Not every operational problem requires someone stepping into the business long-term.
Sometimes the problem is narrower. Sometimes the business needs an outside diagnosis. Sometimes the technology has become the problem. And sometimes the company has simply outgrown the way it operates.
That’s where the other engagements come in.
Operations Consulting
Something isn’t working. Let’s find out why.
When the same problems keep coming back, I look at how work actually moves through the business — responsibilities, decisions, handoffs, communication, accountability and the places where execution breaks down.
Then we identify what needs to change and give your team a clear path to improve it — rather than adding another workaround.
This may be the right fit if: you have a specific operational problem, recurring breakdowns between people or departments, unclear ownership, or processes that aren’t producing consistent results.
Systems & Technology
Your technology should reduce work, not create more of it.
Most growing companies don’t have a carefully designed tech stack. They have a collection of tools acquired one problem at a time.
I help you understand what you already have, what isn’t working, what should connect, what can disappear, and where automation or AI can actually improve the operation.
This may be the right fit if: your systems don’t talk to each other, employees have created workarounds, you’re considering major technology changes, or nobody has a clear picture of how the stack should work together.
Business Modernization
The business has changed. The way it operates hasn’t.
Eventually, improving one process at a time isn’t enough.
Business Modernization looks more broadly at how the company operates — people, processes, systems and structure — and helps move outdated ways of working toward something that fits the business you’ve become.
This may be the right fit if: the company has grown significantly, important processes are still manual, too much knowledge lives in individual people, or the operating model was built for a much smaller business.
The problem rarely stays in one box.
A technology problem can actually be a process problem.
A process problem can turn out to be an ownership problem.
And what looks like a people problem may be a business that has simply outgrown its structure.
That’s why I start with the business, not the service menu.
I’ve spent more than 20 years inside the work.
Before advising founders, I spent my career inside operating teams, including serving as Director of Operations for a multiple-seven-figure restoration company.
That matters because operations look very different from inside the business.
A process can make perfect sense on paper and still fail every Tuesday.
I care about what your team can actually use, what managers can actually own, and what will still work after I’m no longer there.
Frequently asked questions
How do I know which service I need?
You don’t need to figure that out before contacting me. We’ll start with what’s happening in the business and determine what kind of support makes sense.
What’s the difference between Fractional COO and Operations Consulting?
Fractional COO is ongoing operational leadership and execution. Operations Consulting is more focused: I diagnose a defined operational problem, determine what needs to change, and give your team a practical path forward.
Can you help with our technology or AI?
Yes, when technology supports an actual business need. I help businesses evaluate their systems, improve how tools work together, automate where it makes sense, and determine where AI can genuinely improve the operation.
Do you work with businesses that already have an operations person?
Yes. Sometimes I work alongside an existing operations leader or management team to solve a specific problem, strengthen systems or help the company through a period of change.
What happens first?
We start with a conversation about the business, what’s changing and where you’re feeling the most friction. From there, I’ll recommend the most appropriate next step.
You don’t need to know which service you need.
You don’t even need to have the problem perfectly defined.
Tell me what’s happening in the business. We’ll figure out what’s actually getting in the way — and whether I’m the right person to help.