A consultant gives you a report. I stay and build the "factory." I am a hands-on operator who implements the systems, processes, and technology that let you scale. This isn't just advice; it's configuring the CRM, building the "Company Playbook" , documenting your processe, installing the leadership meeting cadence, and training your team to run it.

Consultants diagnose and recommend. I implement and operate. Most consultants deliver a plan and leave. I join your leadership team on a part-time basis to execute that plan. You don't get a binder on a shelf; you get functioning infrastructure, a trained team, and systems you own forever.

My services are built for businesses (typically $5M-$50M in revenue, 20-150 employees) that are past the startup phase but are now feeling the pain of "scaling chaos." The most common sign? The founder/CEO has become the primary bottleneck, things are falling through the cracks, and profit is shrinking even though revenue is growing.

You might, eventually. But at this stage, you likely don't need a $400,000+ full-time executive. You need 10-15 hours of C-level strategy to design the system, and a team to run it. A Fractional COO gives you access to that top-tier executive talent to build the machine for a fraction of the cost, while mentoring your existing team to operate it.

I am deployed as a Fractional Operating Partner to execute your value creation plan.  

As a hands-on operator you’d embed me post-acquisition. I drive the 100-Day integration plan and execute on EBITDA-focused initiatives like vendor consolidation, system standardization, and footprint optimization.

You are buying a set of "turn-key" assets for your business. The core deliverables could be:

1. The 1-Page Strategic Plan: A simple, clear document with your 5-10 core KPIs.  

2. The "Company Playbook": Your entire operational manual (SOPs, Org Charts, Processes) built in a central tool like Notion or Confluence.  

3. The "Execution Cadence": A fully installed system of leadership meetings (agendas, trackers, and scorecards) that drives accountability.

I don't generally work hourly. High-performing operators sell outcomes, not hours. My engagements are structured for results:  

• Monthly Retainers: This is the most common model, with retainers typically ranging from $5,000 (for high-level strategic advisory) to $15,000+ (for deep, hands-on integration).  

• Project-Based: A fixed fee for a defined "surgical strike," such as a 90-Day Tech Stack Overhaul or a 100-Day Post-Acquisition Integration.

This is a critical boundary.

• I am not a CFO: A CFO "looks forward" at budgets, capital, and financial risk. I focus on day-to-day execution. I will execute the budget your CFO sets, but I don't manage your financing or accounting.  

• I roll up my sleeves but ultimately I am not your team's "doer": Your team needs to be able to run after I’m gone. I’ll manage a specific project but will not take over the day-to-day work of your staff.

• I am not the CEO: I advise on major decisions, but I do not have authority to sign contracts or make hiring/firing decisions. That authority and liability remain with you.

My specialty is operational scaling. The problems I solve are universal: "operational chaos," lack of role clarity , "profitless" growth , and broken "tribal knowledge" processes. These issues are identical in healthcare, tech, manufacturing, and professional services. I build the systems that work regardless of industry.

If there is some industry-specific skill you need that I can’t offer - I’ll be the first to tell you that.

You will see tangible progress in the first 30 days. My "First 90-Day Plan" is designed for momentum:

• Days 1-30: Audit & Listen. I find the real bottlenecks.

• Days 31-60: Plan & Quick Wins. We fix one or two highly-visible, broken processes to get an immediate win on the board.

• Days 61-90: Execute & Install Cadence. We roll out the new "Operating System" for the leadership team.

I work primarily remotely, which is most efficient. However, I am always on-site for the initial kickoff, key strategic planning workshops, and any major team training sessions.

We are a good fit if:

• You are ready to implement and change, not just explore.

• You are willing to make hard decisions about priorities.

• You have (or will assign) an internal "doer" (like an ops manager or chief of staff) who can be my execution partner on the ground.

We are likely not a good fit if:

• You want someone to just attend meetings and "provide guidance" without hands-on work.

• You want a full-time employee's 40-hour availability for a part-time price.

• You aren't genuinely ready to change how your business operates.

It starts with a 30-minute, no-obligation "Operational Audit" call. We'll discuss your specific challenges, and I'll give you my honest, "no-bullshit" assessment of whether I can help. If I can't, I'll tell you that, too.