Strategic operations leadership for owner-led companies.
Part time, at the strategic level. It's what many companies call a fractional COO, as an outside partner rather than an officer of your company. We build the system your business runs on and develop the people who run it. We don't come in to put out fires.
Operational decisions touch HR, finance, legal, and IT, so your operations partner weighs in on all of them: recommending, asking hard questions, and pushing back on the experts when the operation needs something different. The final call stays with you and your specialists. Your operations partner gives advice and doesn't do their work for them.
Always. If you've had a Fulcrum audit, your operations partner starts from its roadmap. If not, the first one to two months are the audit, and it becomes the roadmap.
Regular working sessions with your operations lead. A short written note after every session: what was decided, who owns each action, and by when. A review of the key numbers. A quarterly reset of the roadmap against what's changed.
Before we start, we agree in writing what your operations partner decides, what they recommend to you, and any spending limits. Signing contracts, hiring, firing, pay, and policy stay with you.
It's the same method and the same order as a project: Audit, Document, Build, Automate. The time you commit sets the pace. The audit's ranked menu sets the order. A smaller budget works through the same roadmap more slowly, top priorities first. There's no fixed end date. It runs as long as it's useful.
Every process, decision, and document lives in your own systems and belongs to your people. If the arrangement ends, nothing leaves with us.
Thirty minutes, no pitch. Tell me where your business is and who runs it day to day. I'll tell you plainly whether an operations partner is the right fit, or whether the audit is the better place to start.