How we work with contractors.
Two ways in, depending on the decision you are facing. Both start with a 30-minute call. Both end with your team owning the work.
Choose the level of operating help your company needs.
Start from the decision you are facing. We confirm the right one on the call, and either way the work follows the same three steps.
- 01 Find the constraint that is actually costing you.
- 02 Install the process and reporting that fix it.
- 03 Work with your leaders until the team owns it.
“We need an operator involved in running this.”
Fractional operations leadership
Ongoing and part of the week. We join your leadership cadence, take ownership of agreed operating priorities, and build the process and reporting with your managers until they run it.
- A seat in your weekly leadership meeting
- Operating priorities with named owners
- Hands-on build work between meetings
- Month-to-month once it starts
How fractional leadership works
“We need a defined problem diagnosed or fixed.”
Assessment and systems work
A focused diagnostic, a defined project, or both. We find the constraint, fix the workflow, report, or automation behind it, and hand it to the person on your team who will own it.
- Operations assessment with a ranked plan
- Workflow documentation your team uses
- Reporting you can trust on Monday
- Automation with a human owner
What assessment and systems work includes
The first 30 to 90 days.
An example of how the first 30 to 90 days usually run. Actual timing depends on what the diagnosis finds, and it is set in writing before work starts.
-
01 · 30 minutes
Discovery call
Your bottleneck, how work moves through the business today, and whether we can help.
-
02 · First weeks
Diagnosis
Interviews with the people doing the work, a look inside your systems, and a ranked list of the constraints that matter.
-
03 · Agreed together
Priority plan
Two or three priorities for the next 90 days, each with an owner on your team.
-
04 · Ongoing
Implementation
We build the workflows, reporting, and automations alongside your managers.
-
05 · Every week
Weekly operating review
A standing review of the numbers and the priorities, so follow-through does not depend on you.
-
06 · When it holds
Hand off or continue
Your team owns it, or we stay on in a defined operating role.
Who owns what, from the first week.
Written into the scope before work starts, so nobody has to guess later.
Framework Ops owns
- Diagnosing the constraint and telling you plainly what we find
- Building the process, reporting, and automation in scope
- Training the people who will own it
- Handing every system to a named owner on your team
You own
- Decisions on people, pricing, customers, and spending
- Access to your systems and the people involved
- An internal owner for each thing we build
- Leadership time to act on what we find
Before work starts, you get this in writing.
Every engagement begins with a short written scope you approve. It is judged against the problem you described, not against a menu. These are its sections.
-
The problem we agreed on
In one paragraph, in your words, so the scope is judged against it.
-
In scope and not in scope
What gets built or run, and what does not, by name.
-
Who owns which decisions
The decisions Framework Ops can make without you, and the ones that stay yours.
-
Timeline and first review
Start date, the first 30 to 90 days, and the date we first review whether it is working.
-
Fee and terms
A fixed fee for a project, or a monthly fee for ongoing leadership, month-to-month. No hourly billing.
-
Owners on your team
The person on your side who will own each system after handoff.
Four areas, each tied to a question you should be able to answer.
-
Job costing and reporting
Which jobs, crews, and job types make money, and do we know before the month closes?
Metric definitions written down, sources connected, and a weekly view your managers can run from.
-
Roles and accountability
Who owns each number and each handoff, and what happens when one slips?
Clear owners, a weekly operating review, and priorities that carry from one meeting to the next.
-
Workflows and SOPs
Could a new hire do this without asking the one person who knows?
The workflows that matter, documented in the system your team already uses, with a person responsible for keeping them current.
-
Practical automation
Which follow-ups, reminders, and updates are waiting on someone’s memory?
Automations that alert someone when they fail. AI only where it holds up, with a person reviewing what it does.
Who this is for, and who it is not.
The work only holds when the owner gives it access, decisions, and an internal owner. Better to know that before the call.
A good fit
- An established contractor with an office team and field crews, past the startup stage
- An owner who is still the escalation path and wants to stop being it
- Systems in place (field software, CRM, accounting) that do not work together or are not used fully
- An owner or leader ready to give access, make decisions, and name an internal owner for what we build
Not a fit
- Looking only for marketing or more leads
- Shopping for software rather than changing how work gets done
- Wanting an occasional advice call with no follow-through
- Wanting a senior operator without giving them the authority or leadership time to act
Bring the operational problem you cannot get off your desk.
In 30 minutes we will work out its likely cause, whether Framework Ops can help, and the right next step. Scope and fees follow that conversation, in writing.
A 30-minute video call with Chance Peare.