Fractional COO and operations
For organizations that need strong, steady operations, without needing someone full-time.
A project, or an ongoing partnership?
It can be either, and we'll decide together at the start.
I've worked on project-based contracts as well as time-based and role-based ones, and more than once I've done both for the same organization at the same time, such as a large evaluation as a defined project alongside a role-based contract covering everything else they needed. Each agreement is built around what your organization truly needs in that season.
For an operations role specifically, I usually recommend an ongoing arrangement. Operations isn't a one-time project, it's what keeps everything running while so much else is happening, and an ongoing partnership means I'm there as things unfold, which is when operational decisions really get made. That said, it's a recommendation rather than a rule, and your budget and your needs always come first.
How our arrangement works
We'll work from a monthly retainer with a set maximum number of hours.
In practice, this often falls somewhere between 40 and 60 hours a month, depending on what your organization is carrying. I keep a close eye on our hours and will let you know well before we approach the limit.
The right number depends entirely on what we're working on, so it's a conversation rather than a formula. I'd much rather we size things thoughtfully at the start than discover a few months in that it was never quite the right fit.
What I bring to the role
I've held the executive seat myself, so I know what it feels like to carry a whole organization with limited resources and still be the one who makes the call.
Coco de Mer Fragrance Co. is one of the organizations I've supported as a fractional COO.
That means you'll have someone who takes the time to understand your real situation before recommending anything, and who can genuinely lighten what's on your desk rather than adding another report to it. I coordinate across your leadership team, including your chief executive, your marketing lead, and your finance lead, so everyone's work connects instead of running in parallel.
I also document everything we strengthen together. Processes are written down so they're repeatable by someone other than me, team members are cross-trained, and every position has a succession plan. My goal is for things to keep running smoothly whether or not I'm in the room.
If I'm not the right fit
I'll tell you honestly, and I'll help point you toward someone who is. I stay connected with other trusted consultants so that even if I'm not the right person, our conversation can still be helpful to you.