Build with me
Scaling a company is mostly about building the system that lets everyone else do their job well. Scorecards, decision rights, meeting cadence, accountability, compensation architecture, the whole operating layer. I build that for growth-stage companies, and I coach the founders and operators running them.
Three ways to engage. Pick the one that matches what you need.
Engagements
A full operating diagnosis for a company that has outgrown its systems.
Scorecards. Decision rights. Meeting cadence. Compensation architecture. Accountability frameworks. The work is mostly listening, pattern-matching against what I have run before, and pulling apart the places the business is paying an invisible tax on bad process. Ships as a written playbook with a 90-day implementation sequence and named owners.
Weekly time with a founder or senior operator who needs a thinking partner with operating reps.
Real work on the thing that is stuck. The session takes whatever shape the problem requires. Topics range from exec team design to comp negotiations to board prep to tough personnel moves. 60 minutes a week, async support between sessions, and a 90-day minimum so the work has time to compound. Month-to-month after that.
Sitting inside the leadership team as the operational center of gravity.
The deepest engagement. Running the scorecard process, sitting in the weekly exec meeting, owning the hiring plan, driving the quarterly rhythm, partnering with the CEO on the things a COO would own if the seat were filled. For VC-backed companies that need real operating leadership before the full-time hire makes sense.
Every good engagement starts with a 30-minute call to figure out whether there is a real fit. If there is, we scope from there. If not, I will usually know someone who is a better match.