The Rebuild is a fractional COO engagement for $25M+ growth-stage companies bleeding from strategic misalignment — where strategy and operating design have separated, and the AI, consultants, or training you bought to close the gap couldn't. Operations Track redesigns the engine room. Customer Value & Service Track rebuilds the revenue-protecting half. Run separately or concurrently.
The Rebuild solves a specific structural problem — strategy and operating design have separated, and the technology you bought to close the gap couldn't. If that's not you, this isn't the right engagement.
Redesign workflows, role architecture, decision rights, and the operating model that should have absorbed your AI or enterprise software but didn't.
Redesign the customer-facing operating model — onboarding, service, support, success — so the value the product promised actually arrives at the customer and they stay long enough to renew.
Strategic misalignment shows up first in the engine room. The technology works. The team is trying. The operating model that should produce what strategy intended doesn't exist. Workflows reflect how the company ran before it scaled. Roles haven't been redrawn. Decision rights are tangled. Operations Track redesigns all of it — and stays until the change holds.
Operations Track is not advisory. It's a structural redesign with deliverables tied to outcomes — every artifact is built around the operating model that comes out the other end.
A scored read across six dimensions of structural misalignment, with named gaps, P&L impact, and prioritized redesign sequence.
The new structure — workflows, role architecture, decision rights, escalation paths, accountability framework. Designed around what the technology can actually do.
Every cross-functional process re-walked, decision authority assigned, handoffs redesigned, bottlenecks identified and removed. The "who decides what" question — answered structurally.
Monthly retainer drives the redesign through to absorption. Includes a weekly working session, a measurable scorecard tied to the diagnostic gaps, and check-ins to make sure the change holds.
Where roles need to merge, split, escalate, or be created. Includes new role descriptions, ownership clarity, and a transition plan that doesn't blow up the team.
Strategic misalignment doesn't just bleed margin — it bleeds customers. Customer Value & Service Track rebuilds the revenue-retention layer at the operating model level. The brand promise and the customer experience have separated. The dashboard says green; customers say no. NPS slides. Churn ticks up. This track puts the customer operating model back together — structurally, not as a CX initiative.
This track is the structural twin of Operations — same Diagnostic + Roadmap structure, applied to the customer-facing half of the operating model. Pricing is higher because the work is harder: you're redesigning at the revenue-retention layer.
Maps the customer journey against your actual operating structure. Identifies where service, success, support, and product accountability have separated — and which handoffs are dropping revenue.
The new service operating model — tiering, ownership, escalation routes, and the AI/agent layer integrated into the human escalation path. Built around your specific revenue profile and customer mix.
A structural plan to recover the score — not a survey-design exercise. Each NPS driver mapped to the operating gap that's causing it, with named owners and the redesign required to close it.
Renewal motion redesigned from the structural side — not as a CSM playbook, but as the operating model that supports renewal. Triggered cadences, account-tier signals, expansion infrastructure, and the data plumbing that makes it run.
If you're in regulated or quality-sensitive industries, the customer ops redesign includes the compliance, QA, and exception-handling layer. Built so audits and customer escalations stop being separate workstreams.
Structural read on where strategy and operating design have separated. Whether you continue to Stage 02 is decided at the end of the Diagnostic — based on whether I found a fixable gap.
I stay through the redesign. Build the new operating model, redraw the role architecture, get decision rights actually working, and stay until the change holds — not until the deck is delivered.
Pricing reflects scale of the operating system being redesigned. The Diagnostic is one-time. The Roadmap is a monthly retainer with a 3-month minimum and a 30-day off-ramp protocol available any month after that.
01 · If the Diagnostic finds no fixable gap, you pay only the Diagnostic fee — no retainer signed. 02 · After month 3 of the Roadmap, the engagement is month-to-month with a 30-day off-ramp. 03 · If a key change is absorbed and the team can run without me, I call the end and we transition out. 04 · Client readiness — you say "we're good." That's it. No friction. No "let me convince you to stay" call.
Different from the homepage FAQ — these are the questions buyers ask once they've decided this might be the right engagement.
You can run either track standalone or both concurrently. Both tracks share the same diagnostic structure — the choice depends on where the structural gap is. If your AI rollout broke operations but customer ops are intact, Operations Track alone. If churn is rising despite a good product, Customer Track. Concurrent gets a 15% bundle discount.
Because it's structurally harder. Operating model redesign affects internal workflows. Customer Value & Service redesign affects the revenue retention layer — that work is more nuanced, requires reading both the operational and emotional layer of the business, and the deliverables protect a higher-leverage P&L line.
Three phases: (1) executive interviews + functional leader interviews to surface the official story, (2) workflow walks + live observation to surface the actual story, (3) scoring + redesign sequencing. You'll know exactly where the gap is and what closing it costs — whether you continue to Roadmap or not.
Because nothing structural changes faster than that. Less than 3 months is performative — you spend the first month understanding, the second redesigning, and the third validating that the change holds. Anything shorter is a deck dressed up as a deployment.
Two things. First, the diagnostic structure means we'd have caught a fundamental mismatch in Stage 01 — that's the whole point of the off-ramp. Second, after month 3 the engagement is month-to-month with a 30-day notice off-ramp. You're never trapped in a multi-year retainer.
Yes — at the advisory call. The ranges on this page reflect company scale and complexity. Once I understand your revenue, structure, tech stack, and the specific gap, the quote is fixed. No "scope creep" pricing.
Three things. (1) Diagnostic IP — the Theory Reality Gap™ framework. Most fractional COOs bring experience, not a framework. (2) The discipline range — closing strategic misalignment requires psychology, organizational design, Lean Six Sigma, operations strategy, and change management. Most fractional COOs carry one or two of these. I work across all of them. (3) The work product — I leave behind a documented operating model that runs without me, not just my presence on the calendar.
60 minutes. No cost. No pitch. We figure out which track is right, whether the Diagnostic makes sense, and what the actual engagement would cost. If we're not a fit, I tell you on the call.