The operating disciplines that move the number.
Structured around the outcome, not the hierarchy. Fractional seat. Operating partnership. 200-day turnaround. One deliverable: a stronger business, measured in enterprise value.
Fractional CEO
Runs the enterprise on a defined cadence. Direction, decisions, and P&L accountability until the permanent seat is right.
Seat taken on a defined cadence — weekly operating rhythm, direct P&L ownership, board reporting until the permanent hire is ready.
Enterprise runs on decisions, not delays. Leadership gap closed without a rushed hire.
Fractional COO
Owns the operating cadence week to week. Throughput, service, and working capital moved on plan.
Owns execution week to week — throughput, service levels, and working capital tracked against plan.
Operating plan holds under pressure. Working capital and service move together, not against each other.
Private Equity Operating Partner
Translates the value-creation plan into an operating plan. Milestones tracked to the investment thesis.
Value-creation plan translated into a 100-day and beyond operating plan, milestones tracked to the thesis.
Thesis and operations stay aligned. Board sees measurable progress against the investment case.
Global Supply Chain Transformation
Redesigns plan, source, make, and deliver across the network. Landed cost and service both improving, not trading off.
Plan–source–make–deliver redesigned end to end across the network, sequenced by impact.
Landed cost down, service up — simultaneously, not traded off.
Operations Strategy
Builds the three-year operating plan behind the growth plan. Capacity, footprint, and organization sequenced to enterprise value.
Three-year operating plan built behind the growth plan — capacity, footprint, and org sequenced together.
Growth plan becomes executable. Enterprise value protected as the business scales.
Network Optimization
Models where to make, hold, and ship product. Landed cost and service reliability simultaneously improved.
Make/hold/ship network modeled and re-sequenced to current demand and cost reality.
Lower landed cost with equal or better service reliability.
Distribution & Fulfillment
Engineers DCs, 3PLs, and D2C fulfillment to demand. Cost-to-serve down, order-to-cash cycle shorter.
DCs, 3PLs, and D2C fulfillment engineered to actual demand patterns, not legacy footprint.
Cost-to-serve down. Order-to-cash cycle shorter.
Manufacturing Excellence
Installs daily management and standard work across plants. OEE, yield, and cost improving on the same cadence.
Daily management and standard work installed plant by plant, on a consistent cadence.
OEE, yield, and cost improve together — sustained after the engagement ends.
Procurement & Strategic Sourcing
Builds category strategy and supplier leverage. Total cost down and working capital released from payables.
Category strategy rebuilt, supplier leverage reset, terms renegotiated where it matters most.
Total cost down. Working capital released from payables.
Logistics Optimization
Re-engineers mode, lane, and carrier decisions to network reality. Freight cost reduced without service degradation.
Mode, lane, and carrier decisions re-engineered against current network reality.
Freight cost reduced without service degradation.
Digital Transformation
Sequences ERP, WMS, TMS, and planning to the operating plan. Systems that actually adopt and pay back.
ERP, WMS, TMS, and planning systems sequenced to the operating plan — not the other way around.
Systems that adopt, and pay back, on schedule.
AI Strategy for Operations
Puts forecasting, planning, and quality use cases into production. Measurable movement in throughput, service, or cost.
Forecasting, planning, and quality use cases moved from pilot to production, one operating decision at a time.
Measurable movement in throughput, service, or cost — not a slide deck of use cases.
Business Turnarounds
Takes the seat and stabilizes cash and service in 90 days. Restructured cost base and a credible plan for lenders.
Seat taken immediately. Cash and service stabilized inside 90 days; cost base restructured in parallel.
Business stabilized. Credible plan in hand for lenders and stakeholders.
Growth Strategy
Sequences capacity, systems, and organization ahead of demand. Unit economics protected as revenue scales.
Capacity, systems, and organization sequenced ahead of demand — not reacting behind it.
Revenue scales without unit economics breaking.
M&A Integration
Runs synergy capture, footprint, and org decisions inside 200 days. One operating model by day 200, not two.
Synergy capture, footprint, and org decisions run on a defined integration timeline.
One operating model, not two — reducing integration risk and time-to-value.
Leadership Development
Develops the directors, VPs, and plant leaders who carry the number. Succession clarity and retention of the operators the business needs.
Directors, VPs, and plant leaders developed against the cadence they'll actually run.
Succession clarity. Retention of the operators the business depends on.
Executive Coaching
One-to-one coaching for CEOs, COOs, and GMs on the decisions that move the business. Measurable movement in the executive's own KPIs.
One-to-one work with CEOs, COOs, and GMs focused on the decisions directly in front of them.
Measurable movement in the executive's own KPIs, not general leadership theory.
Board Advisory
Independent operator perspective in the boardroom. Executive team held to the plan they signed; operating risks surfaced early.
Independent operator seat in the boardroom, reviewing plan-vs-actual on a defined cycle.
Executive team held to the plan they signed. Operating risks surfaced early, not after the fact.
Fractional. Embedded. Accountable.
Every engagement is scoped to the outcome — the operating plan, the turnaround, the integration, the S&OP redesign. Not the hours. Not the seat.
Because the person in the room is an operating executive, decisions get made in the room. Because the engagement is fractional, the enterprise keeps its cost structure. Because it is accountable, the number moves.
Not sure which discipline fits the mandate? Start with a private session.
A first conversation is confidential and unhurried — the outcome is a shared view of what would actually move the business.
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