For owners who need someone senior to take operating problems off their desk, not advise from the side. We join your leadership cadence, own the operating priorities you agree to, and do the build work with your team. Which decisions are ours and which stay with you is written down before we start.
The right level depends on how much build work your team can carry and how much operating authority you want to hand over. It can change month to month.
You have people who can do the work and need senior direction.
A weekly working session and access between sessions. Your team does most of the build work. We set priorities with you, review progress, and keep the numbers honest.
You need the work done, not just directed.
Weekly sessions plus hands-on project work between them. We build the workflows, reporting, and automations alongside your managers and hand each one to an owner.
You need an operator in the room every week, with defined authority.
Several touchpoints a week. We sit in your leadership meeting, own agreed operating priorities, and hold managers to them. The decisions we can make without you are agreed in writing at the start.
Confirmed in the written scope before work starts.
Example timing. The actual sequence depends on what the diagnosis finds.
Weeks 1–2
Diagnose. Sit in your meetings, read your reports, and talk to the people doing the work. Agree on the two or three constraints that matter most.
Weeks 3–4
Set the scoreboard. Define the weekly numbers, where each one comes from, and who owns it. Lock the first 90-day priorities.
Months 2–3
Build and run. Ship the priorities with your managers while running the weekly operating review.
Then
Hand off, step down to a lighter level, or stay on in a defined operating role. Month-to-month either way.
Each is the right answer for some companies. These are the questions that decide it.
| Fractional COO | Full-time COO | Owner + internal team | |
|---|---|---|---|
| Fits when | The owner is still the escalation path, and the business needs senior operating leadership part of the week. | There is enough operating work for a full-time seat, and a management team for that person to lead. | The owner has time to lead the change, and someone inside can own each system. |
| Leadership coverage | Part of each week, on a set cadence. | Full-time. | Whatever time the owner can protect from the day-to-day. |
| Who does the build work | Framework Ops, alongside your managers. | The new hire and their team. | Your team, around their current jobs. |
| Decision authority | Agreed in writing. Final calls stay with the owner. | Set by the role. | The owner. |
| Watch for | Outgrowing it. When the seat needs to be full-time, we help define the role. | Hiring before the systems exist for the new leader to run. | The same problems returning once daily work takes over again. |
An advisor tells you what to do and leaves the doing to you. Here, Framework Ops takes ownership of agreed operating priorities and does the build work with your team. Which decisions are ours and which stay with you is written down before we start.
After the discovery call, based on the level of involvement and what is in scope. You get a written scope with the fee before anything starts. We do not bill by the hour.
No. Ongoing leadership is month-to-month, and the first 30 days are covered by a money-back guarantee. The exact terms are in the written scope you approve before work starts.
If you run EOS, we work inside it: scorecard, quarterly rocks, and the weekly leadership meeting. If you do not, we run a simple weekly operating review without forcing a framework on you.
When there is enough operating work to fill a full-time seat and a team for that person to lead. If we get there together, we will help define the role and hand the new hire a business whose systems are already documented.
A small number, so each one gets real attention. If we do not have capacity when you call, we will say so.
Not quite this? The other path is assessment and systems work.
See assessment and systems workIn 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.