What working together actually looks like.
Most fractional operators leave this vague. I'd rather tell you exactly what you're signing up for.
How it works
The short version: I come in, figure out what's actually blocking your growth, and build the minimum structure needed to unblock it — then do real work to move things forward.
Is there a fit?
We talk about where growth is stuck and why. I'll tell you honestly whether I'm the right person to help — and if I'm not, I'll tell you that too. No pitch, no deck. Just a direct conversation about your situation.
Read the tea leaves
Before I build anything, I need to understand what's actually happening — not the deck version, the real version. I'm looking at the gap between what leadership thinks is happening and what's happening at the execution layer. I ask the uncomfortable questions that internal people are too close or too polite to ask.
Build and ship
Once we know what's blocking growth, I build the minimum structure to unblock it — clear ownership, decision rhythms, the operational changes that make the team faster. And I do the work alongside your team. Not a consultant handing you a framework. Someone in the trenches, shipping with you.
The measure of whether it's working is simple: more revenue, more customers, or both. That's the only scoreboard. Every system I build, every priority I set, every question I ask is in service of that outcome — not operational tidiness for its own sake.
Engagement structure
Typically two days per week, structured around your team's rhythm. Engagements run three to six months depending on scope and stage. Some engagements start with a focused diagnostic sprint before moving to ongoing work.
Pricing
Monthly retainer, scoped to the engagement. I'm also open to variable or performance-based structures for the right situation — if you want to tie part of my fee to results, I'm not opposed to that conversation.
Who I work best with
B2C founders at the $0–$50M stage who have found traction and are drowning in the gap between "it's working" and "it scales." The founder is still doing too much. The team is pulling in different directions. The North Star is fuzzy. Growth is happening but it feels fragile.
I'm not the right fit for large enterprises with established playbooks. I'm at my best when the situation is early, messy, and high-stakes — and the path isn't written yet.