Fractional Chief Operating Officer
Turning Strategy into Operational Execution.
Fractional Chief Operating Officer
Turning Strategy into Operational Execution.
I embed with CEOs and leadership teams to build scalable systems, strengthen operational discipline, and improve margins — without adding unnecessary overhead.
WHO I SERVE
I work with CEOs and leadership teams in businesses where operations are central to performance—and where growth or complexity has outpaced the systems needed to manage it.
Typically:
- Service-based businesses with multiple locations or field operations
- Companies where too many decisions still run through the CEO
- Organizations where margins, consistency, or accountability are not where they should be
- Teams that are capable, but not operating with the structure needed to scale
My background is rooted in service operations, but the operating principles I apply—structure, cost discipline, and execution—are universal across operational environments, including industrial and high-reliability sectors.
WHEN CEOs BRING ME IN
Typically at moments like these:
- The company is growing, but operations are becoming harder—not easier
- Systems and processes haven’t kept pace with the business
- Too many decisions still run through the CEO
- Teams are working hard, but execution feels inconsistent or slower than it should
- Leadership sees opportunities for growth or efficiency—but doesn’t have the capacity to execute
- Margins are under pressure, but the root cause isn’t clear
At this stage, effort increases—but performance doesn’t.
RESULTS THAT MATTER
Over 20 years of operational leadership, I’ve delivered measurable impact:
- Built and maintained a lean operating model delivering 61.9% gross margin and 32.2% net operating income
- Reduced fixed operating costs by $60,000 annually through facility strategy and lease restructuring
- Cut workers’ compensation costs by 60% through data-driven policy optimization
- Eliminated $31,000 in recurring software costs while reducing administrative workload by 360+ hours annually
- Negotiated and secured hospital contracts contributing approximately 20% of total revenue
- Improved client engagement by 25%+ through CRM and marketing optimization
- Navigated three economic downturns while maintaining and improving margins
If operations are becoming harder to manage—not easier—it’s usually an execution problem, not a strategy problem.
HOW I WORK
I operate as a hands-on, embedded partner—not an external advisor.
Diagnose
Rapid assessment of operations, financial structure, and performance drivers—grounded in data, not assumptions.
Stabilize
Address immediate inefficiencies, cost leaks, and operational friction while bringing structure to day-to-day execution.
Build
Design and implement systems across operations, staffing, and reporting—creating visibility into performance, cost, and margin.
Lead & Transition
Work directly with leadership and managers to drive accountability, then transition ownership so performance is sustained without ongoing dependence.
COMPREHENSIVE TRACK RECORD
Cost Reduction & Financial Performance
- Reduced fixed operating costs by $60,000 annually through strategic relocation and lease restructuring
- Cut insurance expenses by 60% through detailed workers’ compensation analysis
- Eliminated high-interest debt, saving $7,500 annually through financial restructuring
Systems & Technology
- Developed proprietary operational software, eliminating $31,000 in platform costs and reducing administrative workload by 360 hours annually
- Built custom analytics systems for KPI tracking across retention, lifetime value, and operational efficiency
- Implemented contactless service delivery model with no disruption to customer experience
Growth & Market Expansion
- Led three expansions including multi-location operations and facility relocations
- Secured hospital contracts representing approximately 20% of annual revenue
- Expanded service reach to a 65-mile operating radius in a competitive market
- Delivered consistent 5% year-over-year growth through organic expansion
Team Development & Culture
- Trained and mentored six General Managers to full operational independence
- Built a culture of accountability, ownership, and autonomy
- Led teams of employees and independent contractors across multiple locations
Operational Resilience
- Navigated three economic downturns using disciplined cost management and restructuring
- Maintained and improved margins through multiple economic cycles
INDUSTRIES & CAPABILITIES
While my experience is rooted in service operations, I am particularly drawn to environments that require precision, coordination, and disciplined execution:
- Industrial and field service operations
- Rail and transportation-adjacent sectors
- Aerospace and high-reliability environment
Capabilities include:
- Operational restructuring and cost optimization
- KPI development and performance visibility
- Systems design and process standardization
- Multi-location and field-based operations
- Financial oversight, budgeting, and margin improvement
Target Companies:
Growth-stage companies where operations are becoming more complex—typically multi-location businesses, companies with service divisions, or organizations experiencing operational friction as they scale.