Embedded operations leadership

An experienced operator inside your organization, until your team can run it.

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The Operations Capacity Assessment

I start inside your organization, with the people who run it.

It starts the same way every time. 30 days with the people doing the job and the leaders running it. Five things come out of it, and a plan you can run with or without me.

What your team is dealing with
From the people doing the work, not the org chart. This is usually where the surprises are.
Where things stall
The handoffs and approvals where a decision sits, and what each one costs you in revenue, hours, and people.
What your operation can carry
You have a number you’re growing to. This tells you what the company can hold at that size, and where it breaks first.
What to fix first
The pressure that can come off fastest, and the order to take it in.
What only lives with one person
The relationships, approvals, and knowledge that walk out the door with them if they leave.

You walk away with a plan in priority order. What happens after that is your call.

I need access to your people, and permission to ask them real questions. Most of the 30 days runs without you.

Your team’s answers come back to you as themes, not names. That’s what makes them honest with me, and it’s the only reason any of it is worth reading.

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How it works

Three phases, and you can stop after the first.

  1. 01AssessThe Operations Capacity Assessment. 30 days, and the plan is yours to keep.
  2. 02ImplementI carry the plan alongside your team while we build who takes it next: the leader you promote, the one you hire, or the team itself.
  3. 03TransitionI hand it over piece by piece while your team takes more of it each month. We check in quarterly after that, for as long as it’s useful to you.

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What changes

Your leaders stop escalating and start deciding.

  • Your patients and customers get the same standard no matter who on your team shows up, so growth doesn’t cost you quality.
  • Your team knows where the company is going and where they fit in it, so they stay.
  • You get your time back for what comes next.
  • Your next operations leader inherits an operation, not a rescue mission.

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Under her leadership, we observed a notable increase in the quality and consistency of services, even amidst significant organizational growth.

Rajiv Sethi, MD, Chief of Orthopaedic Spine Surgery, UCSF Rajiv Sethi, MD Chief of Orthopaedic Spine Surgery, UCSF

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Start with a conversation.

Thirty minutes, no obligation. Let’s talk through the right options for your organization and budget.

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