COO as a service.
COOWRX
Experienced operating leadership without hiring a full-time COO. Not another consultant telling you what to do — someone helping you do it.
Our success is measured by your independence.
You would want this when
The symptoms, not the sales pitch.
If none of these describe your business, this is not the part of the work you need — and we would rather tell you that now than three months in.
- You need someone running the business, not advising you about running it.
- A full-time COO is the right role and the wrong moment financially.
- The leadership team is capable but has never been managed as a team.
Most engagements use more than one of these, and which ones is something we work out together during the first ninety days — not something you have to decide before you call.
What the work is
What actually happens, and what you keep.
Engagements vary, and the shape below is the common one rather than a fixed package. The right-hand column is the part that outlasts us.
What we do
- Take direct operating responsibility for an agreed part of the business, rather than advising on it.
- Run the leadership team as a team — priorities, one-to-ones, and a clear escalation path.
- Sit between the owner and the day-to-day so decisions stop routing through one person.
- Build the replacement from day one: the internal person or structure that makes the role unnecessary.
What you walk away holding
- An operating leader accountable for named outcomes, working inside the business rather than reporting on it.
- A leadership team that is actually managed, with priorities that survive contact with the week.
- A written handover plan, because the objective is to leave.
Start with the problem, not the product.
Tell us what is actually happening in the business. Working out which of these you need is our job.