Services

I find what's slowing operations down at a post-product-market-fit tech company and sequence the fixes. Everything starts with a free Diagnostic Call. From there, the work is scoped to what you actually need: a focused two-day look, a full three-week assessment, hands-on implementation, or support through a close.

Start with a Diagnostic Call. Free. 60 minutes, with me. What's working, what's not, what's on the horizon. We find out whether there's real operational work here and what the right next step is. You leave with a handful of things to act on this week. No prep, no obligation.

Who this is for

If you run a tech company that's growing faster than it can operate, or you're eyeing an exit down the road and want to command a premium when it comes, this is for you. The common thread: you're past product-market fit, and the operational foundation hasn't kept pace with the company.

This is probably you if:

  • You’re the operational bottleneck, and you know it

  • The leadership team still needs your guidance to the point where you can’t engage in the strategic work you need to be doing

  • You’re weighing hiring your first COO, or just made an M&A-minded hire (a VP of Corp Dev, a CFO who has done deals)

  • The board is pushing for operational maturity

Probably not a fit if:

  • You haven’t hit product-market fit yet (operations can’t fix a product problem)

  • You’re past an LOI and committed to terms (too late for an assessment, though support through the close may still fit)

  • You can’t give real access to your documentation and your leadership team (I can’t deliver without it)

  • You have a fragile ego. I’ll tell you what you need to hear, even when it is uncomfortable for either of us

Operations Pathfinder

$7,500 flat, Two Days

A fast, focused operational read

For when you want senior operator eyes on the operation, but don't need the full three-week assessment. Narrower than the Accelerator by design, but not a single-issue look. The Diagnostic Call points us to where to dig first, and the two days cover as much of the operational picture as the time allows.

How it works:

  • Day 1: A full-day working session, with you or with your leadership team, your call. Working dinner with you.

  • Day 2: A written findings brief, an action plan, and a readout.

What you walk away with:

  • A clear read on what's working and what isn't, across as much of the operation as two days allow

  • An action plan, sequenced and paced so the team isn't trying to do too much too fast

Right when: you want a fast, senior read and a plan, without the depth (or the price) of the full assessment.

Wrong fit when: you want the comprehensive picture and a data-room-ready report. That's the Accelerator.

Note: If you continue to the Operational Growth Accelerator, the $7,500 credits toward it.

Operational Growth Accelerator

Typical investment $25,000 to $40,000, Three Weeks

The full operational picture, and a sequenced plan to fix it

You found product-market fit. Revenue is climbing. The operational scaffolding never caught up. Over three weeks, I assess the operational reality of the company and come back with a ranked plan: what to fix, in what order, and what each fix is worth. Built so the same work pays off whether you're growing into the company you want or a strategic conversation comes later.

What I assess:

  • Decision architecture: where decisions actually route, what authority is real versus nominal, and which calls the company can't make without you in the loop

  • Measurement integrity: whether the KPIs measure what they claim, where the data can't be trusted, and what the dashboard leaves out

  • Operating cadence and process maturity: how work actually flows versus how the org chart says it should, where it stalls, and what lives only in one person's head

  • Key-person dependency: a bus-factor read on every critical function, not just yours

  • The operational stack: tool sprawl, what's duplicated, what's underused, and how much of it survives scale or a platform migration

  • Revenue and customer mechanics: concentration, retention by cohort, and which accounts carry more risk than the dashboard shows

  • Operational AI maturity by function, scored Level 0 (theater) to Level 3+ (autonomous workflows with measured P&L impact)

Operational AI is how the company runs, not what it sells. I assess operational AI maturity. Product AI strategy stays with your CTO.

What you get:

  • Findings by lens, each with a severity rating

  • A recommended implementation priority and sequence

  • A realistic timeline for each item

  • The expected impact on your team during implementation

  • Expected ROI per item, with the assumptions shown

  • A founder readout, for as long as it takes, with the leadership team included if you want them there

  • A data-room-ready operational report, if a future exit is in the picture

  • A proposal to lead the implementation, if you want it run

Right when: operations are lagging growth across more than one area, or you want a clean operational baseline ahead of a fundraise or a strategic process.

Wrong fit when: you have one isolated issue (start with the Pathfinder), or you haven't hit product-market fit yet.

Note: If you continue to the Operational Growth Accelerator, the $7,500 credits toward it.

Embedded Implementation

Typical investment $15,000 - $20,000 per month, 3-9 months

The roadmap, actually executed

The Accelerator tells you what to fix and in what order. This is where it gets fixed. I run the roadmap alongside your team instead of handing it back for you to manage on top of running the company.

What I do:

  • Drive the prioritized roadmap to completion with the team. I don't write code, but I run the build, fix, and shore-up programs.

  • Stand up the operational systems that are missing: KPI cadence, decision-rights documentation, founder-dependency reduction, a real leadership-team rhythm.

  • Shadow critical functions while the team builds distributed authority.

  • Work through offer-stage decisions if a serious conversation lands during the engagement.

  • Weekly check-ins with you. Board-ready summaries monthly.

If a strategic conversation happens while I'm embedded, you have someone in the room who has been on the buyer's side of an acquisition before.

Guarantee: No long contract. We work month to month, and you can end it with 30 days' notice if it isn't earning its keep. And if you want my pay tied to results, we can do that. At your option, a significant share of the fee rides on outcomes we set together at the top of each quarter. I'm confident enough in the work to put real money on it.

Right when: you have a roadmap (yours or from the Accelerator) and don't want to project-manage it yourself.

Wrong fit when: you haven't diagnosed what needs doing yet. Start with the Accelerator.

Transition Assistance

Scoped and priced for the integration.

Cover through the close and the first months inside a bigger company.

A deal is signed, or close to it. Then comes integration, which is where value erodes, and good people leave when no one is minding the operational seams. I've lived three software acquisitions from the buyer's side, so I know what the buyer's team will expect, and what's normal versus an actual red flag.

What I do:

  • Advocate for you and your team through integration.

  • Coordinate with the buyer's integration team on the operational handoffs.

  • Map system migrations and flag which risks need a formal Transition Services Agreement.

  • Coach you through the first months inside a bigger company: the politics, what's negotiable, what isn't.

  • Flag earnout-relevant operational risks before they become earnout-killing problems.

Right when: you're heading into a close, or just through one, and want operational cover through the handoff.