I’m a fractional COO. I get inside the operation and fix how work actually flows — and I stay until the change holds. Not a deck. Not a reorg. A company that runs.
Different industries, different sizes, different leaders — and underneath all of it, one truth: an organization produces exactly what it’s built to produce, regardless of what leadership intends. The strategy was almost never the problem. The operation underneath it was never rebuilt to deliver it.
I named that distance the Theory Reality Gap — the space between what a company sets out to do and what its people, systems, incentives, and culture are actually designed to produce. Closing it became the work.
Not two budgets, not two consultants. I work the whole thing — the design and the people who run it — or I don’t work it.
The same problems keep coming back because no one addressed the design underneath them. I find the structural reason and fix that.
A recommendation isn’t the work. I don’t hand over a deck and disappear — I build the change into the team so it lasts after I’m gone.
When strategy and operations don’t line up, the pressure doesn’t disappear. It lands on people.
It shows up as burnout, turnover, and work no one’s role was ever built to carry. Reducing that — giving people back a company that’s actually designed to hold the weight it’s asking them to carry — is why I do this.
I’m the person who finds the loose thread in how a company runs and can’t leave it alone. Fifteen years of that instinct, sharpened with an MBA and a Lean Six Sigma Black Belt, turned into a way of seeing organizations that most people never get to.
I’m based in Atlanta and work with companies across the country. I’m direct, I’ll tell you the truth about what I find, and I care more about your company running than about being in the room.
A real conversation. You describe what your organization is producing; I help you see what’s driving it. If it’s work worth doing, we scope it together — if not, you leave with clarity you didn’t have before.