04 / Fractional COO & operations
Less dependence on the founder. More clarity across the business.
Connect people, processes and operating information so commercial growth has a workable foundation.
The situation
Growth is exposing the spaces between teams.
Sales commitments, inventory, fulfillment and internal processes all affect one another. A clear operating cadence helps a team surface risks, make decisions and follow through without everything flowing through one person.
A useful fit when…
- Too many operating decisions depend on the founder.
- Handoffs between sales, operations and finance are unclear.
- Systems and workflows have not kept pace with the business.
What the work can look like
A weekly operating scorecard that brings service risks, open decisions and accountable owners into one conversation.
See illustrative examplesThe approach
A clear path from question to action.
Map the operating constraints and decision bottlenecks
Clarify ownership, workflows and management information
Establish a cadence to resolve issues and track execution
The remit and delegated authority are defined before work starts. Operations advisory does not replace accounting, tax or legal professionals, and does not include unlimited emergency coverage.
Your next step
Let’s find a useful starting point.
Tell me what is happening today, what you need to understand and who needs to act on the result.