Fractional COO & operations leadership
The operating plan
needs someone to own it.
Work directly with Keith to turn priorities into execution, build accountability across the team, and bring clarity to how the business is performing.
When the need is ongoing
You can't be the answer
to every question.
The business has grown, but too much still routes through the owner. Priorities compete. Managers need clearer direction. Problems return because nobody owns the process that causes them.
Fractional COO work adds operating leadership with a defined remit and level of involvement, scoped to the business.
Discuss fractional leadership- Important work slips between departments
- Meetings report activity without resolving blockers
- Managers lack clear measures and decision rights
- Growth exposes capacity and handoff problems
- The owner is carrying too much daily coordination
What the role can cover
Leadership inside
the operating work.
The exact remit is agreed for your engagement. It can include:
Priorities & operating plans
Translate business goals into a manageable plan, with accountable owners, dependencies, and decisions that need to be made.
Team accountability
Clarify responsibilities and decision rights. Establish a review cadence that helps managers resolve issues and follow through.
Cross-functional operations
Coordinate handoffs, capacity, and improvement work across sales, delivery, administration, and finance.
Performance & financial insight
Connect the operating measures to the decisions. Bring attention to margin, cash timing, delivery performance, and recurring constraints.
Working relationship
Clear responsibilities.
Consistent involvement.
Define the remit.
Agree on the priorities, responsibilities, decision authority, and involvement the business needs.
Work with the team.
Establish the operating cadence, resolve blockers, and keep owners accountable for agreed work.
Review and adapt.
Use operating and financial information to assess progress and adjust priorities as the business changes.
Engagement fit
Scope the role
around the responsibility.
How much time will you spend with our business?
The cadence and level of involvement are agreed based on the remit and needs of the team. We establish that scope together before work begins.
Does this include implementation?
It can. Some improvements are part of the ongoing remit; larger system builds may need a separate scope. That distinction is made explicit at the start.
What does fractional leadership cost?
Pricing is engagement-specific. Responsibilities, involvement, and operating complexity determine the scope. Project build prices do not describe fractional COO pricing.
What stays with the owner?
The owner retains the business decisions and authority not explicitly delegated. Clear decision rights are part of the engagement, so the role supports leadership without creating ambiguity.
Give execution
the attention it needs.
Talk through the operating responsibilities you want help carrying.