Days 1-30 is all about figuring out what's actually going on in your business. Identifying the gaps and strategizing the plan. This is also the warm up period. We are all getting comfy with each other so that this is a smooth and human first engagement.

Days 31-60 is centered on building the fix. I direct and guide the team to implement the exact plan we develop. I give resources, guides, hands on direction, and ensure everything is executed to high standard. 

Days 61-90 is observing the changes under real pressure and fixing what doesn't hold up. using the systems life cycle we observe what we built and acknowledge where it's doing the job vs where it still needs improvements due to more growth or other circumstances. 

After the initial 90 days, we decide whether or not you'd like to continue. we continue on a month to month basis if so. If not, we use the last 14 days of the initial 90 days to ensure the team and ceo are equipped to handle what was built. Most clients stay for 6 months - 2 years +. 

My rate starts at $3,000/month for a 3-month engagement, or $8,000 paid in full.

For context, a full-time COO runs $200,000 to $350,000 a year before benefits and equity. You're getting senior operational leadership at a fraction of that, scaled to what your business actually needs right now.

I run the operational side of your business so you don't have to think about it.

That means building the systems that keep your team moving without you approving every step, writing SOPs your team will actually use, and setting up the rhythm, weekly check-ins, clear ownership, accountability, that catches problems while they're still small instead of after they've cost you a client.

Some days that looks like a quick call with your OBM to make sure an SOP actually makes sense, or sorting out a priorities conflict before it turns into a missed deadline. Some days it's building a strategy on the spot for something that just landed, a wave of refunds, a sales process quietly leaking leads, a team member who's unclear on what they own. And some days it's a check-in call with you, making sure the business is still moving toward what you actually want.

Underneath all of that, I'm keeping an eye on the same handful of things constantly: whether the plan we set is actually happening, whether the numbers that matter are trending the right way, whether your team is being led well and not just managed, and whether anything on the horizon could knock the business sideways before it gets the chance to.

When something shifts, a new hire, a launch, a platform migration, I'm the one making sure it doesn't tank the momentum you've already built.

I take your vision and turn it into a tangible reality in your business. You stay focused on growth and clients. I handle whether the business can actually hold that growth.

Most founders feel this shift somewhere between $400k and $1M, when execution starts breaking under its own weight.

The signs are familiar: you've become the bottleneck, projects slip through the cracks of your own calendar, your team's accountability depends on how closely you're watching, and growth has stalled even though everyone's working harder than last year.

Usually the team's grown faster than the systems underneath it, and you can't step away for even a week without something falling apart.

It's not even about your team or effort. This is an operating gap, and it's exactly the moment a fractional COO delivers the most value, right when ambition has outgrown the structure holding it up.