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[ Scale-ups ]

Operations for scale-ups.

You raised. The deck promised growth. The operating model still belongs to the pre-seed company. That gap is where money burns.

[ 01 ]

Symptom

The classic gap.

  • [ * ] Revenue up 3x. Process the same.
  • [ * ] Headcount up 4x. Onboarding non-existent.
  • [ * ] Leadership team shipping their old IC work.
  • [ * ] Forecast is a guess.
  • [ * ] Founder is the queue.

[ 02 ]

What I build

The first 90 days.

  • Weekly KPI cadence the leadership team owns
  • Hiring loops that ship roles in under 6 weeks
  • Onboarding playbook for the next 20 hires
  • Forecast you can defend to the board
  • RACI for the 5 workflows that ship product or revenue
  • Vendor stack rationalised. Spend visible.

[ 03 ]

Proof

Done it before.

As Managing Director Italy at LeoVegas: scaled revenue from €3M to €18M in 12 months while building the operation. Led 100+ across 10+ markets. Cut marketing-to-revenue from 40% to 30% and added 18% EBITA uplift.

[ Next step ]

Closing the gap before the runway closes.

One call. Map the bottleneck.

Book an intro call →

[ 04 ]

Q&A

Scale-up questions.

[ 01 ]

Is a fractional COO right for a Series A company?

+

Yes if headcount is past 25 and revenue past €3M. Below that, hire an ops manager. Above €30M revenue, start the full-time COO search and use fractional to bridge.

[ 02 ]

Do you replace the head of ops?

+

No. I build the seat above them or the operating model around them. Heads of ops keep running their function. I run cross-function.

[ 03 ]

Do you help with international expansion?

+

Yes. Built the Italian market from scratch to €18M for a Nasdaq-listed operator. Live in the trade-offs of local hires vs central playbook and market entry sequencing.

[ 04 ]

What if my investors ask who is running operations?

+

You name me. I sit in the investor update, on quarterly reviews, and on the board pack. LP-ready reporting is table stakes.