Fractional Executive | Business Operations
THE OPERATING PARTNER
The Operating Partner
Sometimes the business does not need another consultant. It needs an experienced operator who can build what is missing, take ownership of important work, and move it forward.
Understand the business
Get underneath the numbers, people, processes, priorities, and constraints that actually drive the problem.
Build what is needed
Create the structure, system, process, team, forecast, operating rhythm, or controls the business needs.
Carry it through
Take ownership alongside leadership and stay engaged through implementation and results.
How I Step In
The scope should fit the problem, not the other way around. Sometimes that means building from a blank page. Sometimes it means fixing what already exists. Sometimes the business simply needs an experienced owner for important work.
BUILD IT
Create what does not exist yet.
Build a function, team, operating system, reporting structure, or essential business capability from the ground up.
FIX IT
Make something that exists work better.
Get underneath weak visibility, broken processes, unclear ownership, financial pressure, or systems that no longer fit the business.
RUN IT
Give important work an experienced owner.
Step into a function, initiative, leadership gap, transition, or high-priority project that needs executive judgment and consistent follow-through.
SCALE IT
Build the operating structure the next stage requires.
Strengthen reporting, accountability, team structure, forecasting, processes, controls, and executive visibility as complexity increases.
EXECUTIVE VISIBILITY
CASH
13-week cash view
Know the runway. Protect liquidity and margin.
FORECAST
4.3% variance
See what is coming. Make decisions earlier.
PEOPLE
2 critical roles open
Build the right team. Clarify ownership and accountability.
PRIORITIES
4 of 5 on track
Focus leadership attention on what actually moves the business.
SAMPLE OPERATING VIEW | ILLUSTRATIVE DATA
The whole operating picture, or the part that needs ownership.
Some engagements span several functions. Others are focused entirely on finance, people, operations, governance, or one specific initiative. I work across the business or go deep where the need actually sits.
Finance
Cash visibility
Forecasting & budgeting
Banking and lender coordination
Executive reporting
Margin and operating analysis
People
Organizational structure
Recruiting and hiring
Compensation & benefits
Employee relations
Leadership accountability
Operations
Operating cadence
Process and ownership gaps
Executive priorities
Special projects
Implementation leadership
Governance & Risk
Board support
ESOP / employee ownership
Contracts and commercial risk
Insurance & compliance coordination
High-stakes business disruption
14 years
Full P&L ownership and operating responsibility in an entrepreneurial business.
Within 2%
Delivered the company’s Q4 forecast within 2% of actual results.
Cross-functional executive ownership
Experience spanning finance, people, operations, contracts, governance, risk, banking, and executive decision support.
High-stakes execution
Led through financial pressure, reporting and control issues, organizational change, and cyber disruption.
Where I Step In
Different stages create different operating needs. I build from a blank page, add structure as complexity grows, or step into important work when the business is changing.
BUILDING
Starting something from zero.
Startups, new ventures, new divisions, and new functions that need operating infrastructure created from the ground up.
GROWING
Adding structure as complexity increases.
Businesses whose financial systems, people processes, reporting, management structure, or operating cadence need to catch up with growth.
CHANGING
When the business cannot operate the same way it did yesterday.
Leadership transitions, financial pressure, organizational change, operational problems, critical initiatives, or disruption that requires experienced ownership.
Relevant environments
Founder-led · Employee-owned · Professional & technology services · Field service · Construction · Manufacturing · Logistics & distribution
ABOUT CAT
My career has crossed finance, people, operations, commercial relationships, governance, risk, and execution because that is how real businesses actually operate. I work directly with leadership teams to stabilize what is under pressure, build what is missing, and carry important work through to results.
If an important part of the business needs ownership, not another recommendation, let’s talk.