The Operating Partnership
Six months recommended. Month one is the Operating Review.
The Operating Partnership
Free yourself from daily operations, with a number two who builds as she goes.
The Review told you what to fix, and in what order. The Partnership is me inside the business, building it with you.
Format
Six months recommended. Month one is the Operating Review.
How it runs
Embedded in your business, on a weekly and monthly working rhythm. Every quarter, a half-day strategic review: we measure what changed and set the next 90 days.
What you get
A number two leading the change inside your business: ownership, decision-making, hiring, tools, AI. The scope is written down and agreed together, never imposed.
At the end
Every important function has one owner, decisions get made without you in the room, and the numbers reach you before you ask.
Inside the Operating Partnership.
The working rhythm
I am inside the business on the days we agreed: leading the change, unblocking decisions, building with your team. And if what the team needs is a manager, I take that on too. Between the days, the portal shows you what is moving, whenever you want to look.
The checkpoint
A short written point: what moved, what is stuck, what changes next month. No surprises.
The strategic review
A half day together. We measure what actually changed, and set the next 90 days.
The year, set
We step back and set the objectives for the year: where the business is going, and what has to be true for it to get there.
The scope
Written down before we start
The scope comes out of your Review, and we agree it together, never imposed. It is sized in days: four, six, eight or twelve a month, depending on what the plan needs.
Where it ends
A business that runs on ownership and rhythm, not on your constant attention. Your time back on the vision, the clients, the growth.
“Working with her genuinely feels like having a safe pair of hands in the room. She balances rigour with practicality. Nothing feels over-engineered, yet nothing important is left loose.”
AHP
CEO of an international professional association
What comes next
The Operator Training.
Put the right operator in charge of your operations, chosen with you and trained on your business by myself.
I help you select the right person.
I train them in the role.
I can come back every quarter for the strategic side.
Case studies
The Operating Partnership
Structuring a founder-led community for its first paid membership
A founder-led community with no structure behind it. I defined the membership, priced it and built the operating base to launch it.
Read the case →
The Operating Partnership
Structuring a growth-stage marketing agency to scale
A founder-led agency running on manual processes and scattered tools. I rebuilt the offers and the pricing, and started mapping the workflows, so it could scale.
Read the case →
FAQ
Why six months for The Operating Partnership?
The first 2-4 weeks are dedicated to the Operating Review: a thorough diagnosis of the business, and the plan that comes out of it. Changing the way a company runs takes longer than understanding it. Giving every function an owner, and settling a rhythm your team keeps on its own, is usually the work of two quarters.
Although I recommend six months, I am open to discussing a smaller structure: a three-month engagement, if it is tightly scoped and we agree together that it can bring a quick change. I always aim for the best return on your investment, and I advise accordingly.
Will structure make my company rigid?
That fear usually comes from having seen bad structure: process for its own sake. What I build removes ambiguity, not personality. One owner per function, decisions that stop waiting, numbers that arrive on time. Structures don’t restrict people. They free them.
What’s the investment?
It depends on the shape of the engagement: the scope, the number of days, the business itself. Get in touch and we will scope it together. For the Operating Partnership, the level is agreed at signature and recalibrated after the Operating Review, in either direction, with the Review as the evidence. You will never receive a timesheet from me.
Do you do the work, or advise on it?
In practice, I become the founder’s sparring partner, the number two of the business. I diagnose, architect, install, and pilot the people and systems that do the work. Doing your team’s tasks is not my job, and if it were, you would have bought a pair of hands and kept the same problem. When a project needs a specialist builder, a custom AI deployment for example, I bring one in and lead the delivery.
We have already worked with a consultant but did not get any results. What’s your value proposition?
The difference is what happens after the analysis. A consultant studies the business, hands over recommendations, and leaves you to apply them. That last part is the hard one, because it has to happen while the business keeps running.
I start with a deep diagnosis of your business in particular: across nine dimensions, inside your systems and with your team, rather than a framework applied from the outside. Out of it comes a 90-day plan that we go through and agree together, so nothing is imposed on you.
Then I stay. In a Partnership I am inside the business, leading the change with your team until it holds on its own. And whatever is already working, I keep and protect.
Where does the 9D Framework come from?
The 9D was built in cooperation with Teresa Cavalla, another fractional COO. Between us: more than 40 years of operating experience, inside corporates, startups and founder-led businesses.
It stands on proven frameworks, on executive and leadership training, and on what we have watched work and fail inside real businesses.
It is not a frozen model. We run it in live engagements, reassess it, and update it, because the world it measures is moving fast, and a method that stands still falls behind. What you get is one view of your whole business, across nine dimensions.
My team will not like being interviewed. How will you manage that?
That reaction is normal and I plan for it. Every conversation is agreed with you in advance, and we decide together how it runs. Nothing any individual says comes back to you attributed. What comes back is the pattern, which is the only part that is useful anyway.
Do you work in person, or remotely?
Both. In Qatar, in person is easy. Travel inside the GCC works too, agreed in advance, and the same goes for Europe when travel is taken care of. I also work fully remotely, and leading a team remotely is not a problem. We agree the balance of remote and onsite time when we scope the engagement.
Let’s talk
Thirty minutes. Where the business is, what’s in the way, and whether we’re the right fit.
