Fractional COO & PM for SaaS and tech startups
I step in when your operations stop keeping up with your growth, find what is actually breaking, and fix it. No junior team, no report you are left to implement yourself.
16 years inside the operational layer. An independent fractional operator.
How SaaS operations break
Most SaaS companies I meet do not have a strategy problem. They have an operations problem nobody has had time to name. You found product-market fit, hiring accelerated, revenue climbed, and the way you ran the company at ten people quietly stopped working at forty. Nothing broke loudly. It just got slower, noisier, and more dependent on a few people holding it together in their heads.
Ownership is fuzzy
Two people assume the other has it, or nobody does. When I ask who owns this end to end, the honest answer is often a shrug.
The tool stack has sprawled
Every team bought the tool that solved their problem this quarter. Now data lives in eight places and half the work is copying it between them.
No single source of truth
Sales believes one thing, finance another, product a third. Most 'we have a data problem' conversations are really a process problem.
The founder is the operating system
Decisions queue behind one or two people, context lives in their heads, and a week of their time off means a week of drift.
Handoffs leak
The seams between sales, onboarding, and customer success are where deals and goodwill quietly die.
No operating rhythm
No reliable cadence around the few numbers that matter, so problems surface at the deadline instead of early.
It is not a talent problem
None of this is a failure of talent. It happens because you hired good people faster than you built the system for them to work in. Speed was the right call at the start, and process for its own sake would have killed you. The bill just comes due later, usually all at once, around the point you are raising or scaling the team.
The order matters more than any single fix.
Diagnose first
I map how work actually moves through the business today, not how the org chart says it should. This is the Operations Audit, and it usually surfaces the two or three breaks causing most of the pain.
Fix the highest-leverage break first
One clear owner, one clean process, one source of truth for the thing costing you most. An early, visible win buys permission for the rest.
Implement, not advise
I stay in the work until the fix is real and the team is running it, not until the recommendation is written down.
Install the rhythm
A lightweight operating cadence so problems show up while they are still small.
Leave it running
The goal is a business that holds without me, not a dependency on another person.
A new hire is productive in days, not weeks, because the process is legible. You can take a week off and the company keeps moving. The handful of numbers that matter are visible every week without a fire drill. And the seams between teams are owned, so growth stops creating new cracks faster than you can patch them.
Where to start.
Operations Audit
The low-risk front door: a short, fixed-fee review that ends with a prioritised list of what to fix, in what order, and why.
Learn more →Fractional COO
I own the operating machine a few days a month so you can get back to the product and the customers.
Learn more →Fractional PM & Delivery
For when a specific launch or roadmap has to ship on time.
Learn more →Your SaaS ops should scale as fast as you do.
A 30-minute call, no pitch. Tell me what is breaking and I will tell you straight whether I can help.