As businesses grow, things naturally get more complicated.

New team members, more clients, more moving parts. What used to feel simple can start feeling scattered. Projects stall. Decisions pile up. Founders get pulled in every direction. And the systems that used to work, don’t anymore.

At some point, most businesses hit this stage. It’s not about doing anything wrong. It’s just what happens when growth outpaces structure.

Here’s a bit of how my process looks when I come in as a Fractional COO to help get things back on track.

1. Audit and Align

We start by taking a look at what's really going on.

How the team is structured, how work flows, what tools are being used, where the friction is. We also talk about your goals, not just long term, but what you need the business to feel like day to day.

One way to do this is by mapping out your team’s responsibilities visually. Even a simple org chart or task list can highlight where people are stretched too thin or where no one is clearly in charge of something important.

This gives us a clear view of where things are breaking down, and what needs to shift to create more clarity and calm.

2. Build the Right Structure

Once the picture is clear, we build a plan. That often includes:

• Streamlining tools and systems
  
  
• Defining roles and responsibilities
  
  
• Cleaning up communication channels
  
  
• Documenting important workflows

Practical Tip: One way you can start is by writing down the steps of tasks that get repeated every week. Even if it’s rough, that’s the beginning of documenting the processes, a system that we call SOPs (Standard Operating Procedures).  Clear roles, simplified tools, and fewer decisions landing on one person, that’s the kind of structure that helps a business keep growing without the chaos.

3. Lead Operational Execution

Plans only matter if they’re executed, and execution relies on clarity, consistency, and accountability. Once the plan is in place, the next step is to make sure everyone stays aligned and knows exactly what to focus on.

This starts with creating a clear operating rhythm. Set weekly check-ins to review priorities, track updates, and flag anything that needs attention. These routines help the team focus, reduce confusion, and keep momentum strong across projects. It’s also important to assign someone who takes the lead to keep these weekly check-ins running. 

In my role, I help establish and maintain this system while supporting the team, tracking outcomes, and keeping priorities front and center so nothing gets delayed or overlooked.

4. Create Visibility and Accountability

We add reporting and tracking so you always know what’s happening, what’s stuck, and where to focus. When people know they’re being counted on to report progress, follow-through improves. When everyone sees what matters, decisions get easier.

TIPS: Try starting with a simple system that answers six questions: 

1. What needs to be done? 
2. What’s in progress? 
3. What’s done? 
4. What’s on hold? 
5. What it’s the priority and when do we need it done?
6. Who is the owner of each task?

You can do this in a spreadsheet or a project board. The format matters less than the consistency.

5. Coach and Support the Team

A lot of operational friction comes from team members not having the support or clarity they need. Sometimes they aren’t sure what to prioritize or what decisions they’re allowed to make. Sometimes they’re overwhelmed but don’t say it. And sometimes they simply don’t have visibility into how their work connects to the bigger picture.

This is where ongoing coaching and support makes a difference. With my hands-on involvement and leadership expertise, it’s not just about performance reviews, it’s about giving your team the structure, guidance, and space they need to lead confidently from their role.

Practical Tip: If your team is growing quickly or onboarding new roles, consider building out a simple “how we work” doc. This can include expectations for communication, how decisions are made, where to track work, and what accountability looks like across departments. This kind of clarity is one reason why SOPs (Standard Operating Procedures) are so valuable, they help teams stay aligned and reduce friction as you grow.

6. Free Up the Founder

When the backend of the business is unclear, everything flows back to you. You become the bottleneck, the backup plan, and the source of every answer.

Once structure is in place and your team has support, your role shifts. You can focus on the work only you can do—whether that’s growth strategy, product development, or taking a break without worry.

TIPS: Try blocking out one day each week with no meetings. Use it to look ahead, not just respond. This small shift creates space to lead instead of manage.

As a Fractional COO, part of my role is helping founders make this shift, from reactive execution to intentional leadership. That means building systems that scale, developing team rhythms that reinforce culture, and aligning operations with your long-term vision. My role isn't just to clean up what's broken, it's to create the foundation that enables you to lead strategically, empower your team, and grow with confidence. 

If your backend isn’t keeping up with your growth, it’s time to make a change. I help founders build systems that scale, align their teams, and create the space to lead with clarity. Let’s connect to identify where your business is headed and explore what kind of support will make the biggest difference in getting you there.

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