Grow revenue without the chaos.
Most owner-led businesses hit a point where growing just means more mess. More people, more moving parts, more of it running through you. I get in the trenches, find what's actually holding it back, and we fix it together.
A free 30-minute call.
Every business does two things.
1
Get customers
You have to find people and get them to buy.
2
Serve those customers
You have to deliver, and keep them coming back.
Whatever you're wrestling with lives in one of those two. And it's almost never the one you think.
Here's what it usually sounds like out loud.
Getting customers
- “When I stop selling, the sales stop.”
- “Our close rate keeps slipping and I can't tell you why.”
- “Leads come in, then just seem to disappear.”
Serving customers
- “The team can't run the work without me watching it.”
- “We win the customer, then the wheels come off in delivery.”
- “Everything that makes this place work is in my head, not a system.”
And underneath both, the calls only you can make
- “I need to hire, but is it a salesperson or an operator?”
- “I've got capital to put to work and don't know where it actually moves the needle.”
- “Is it time for a second location, or would that just multiply the chaos?”
- “I hit the revenue number, so why is there no cash in the bank?”
- “I couldn't take a two-week vacation without the whole thing wobbling.”
When it's working, you can feel it.
The chaos settles down. Your team stops waiting on you to unblock them. You get to look a quarter ahead instead of at today. That's the whole point of this, and it's a lot closer than it feels right now.
Hi, I'm Cameron.
I've spent my career operating inside owner-led businesses. These days I run operations at a health tech company, and I work with a handful of owners on the side, mostly on the stuff that quietly caps growth.
More often than not I end up building the fix rather than writing a report about it.
More about how I work →Three ways to do this.
Same work in all three. The difference is how much of it, and for how long.
Until we find them
Five hours back
Some weeks it's all a little broken and none of it is the emergency. That usually means too much of the business is running through you. We look at where your week actually goes, find the work the business should be handling without you, and I build the thing that takes it off your plate. I'll stay with it until you have five hours back.
Book a call →Two weeks
One bottleneck, fixed
You probably already know what your biggest one is. It's the thing you'd go fix first if you ever got a spare month, and you haven't had a spare month in two years. Tell me what it is and I'll come work it with you for two weeks. We find where it's actually breaking, and I build the fix while I'm still there. Whatever we build, you keep.
Book a call →Ongoing
The whole thing
Everything above, in order. We map how the business makes money, find the bottleneck that keeps coming back, knock it out, then go find the next one. Then we put a rhythm in place your team can hold on their own. It's the deepest version of this, and it's where most of my clients end up.
Book a call →This is probably a fit if…
Worth a conversation
- ✓You own the place, so you can actually make the call.
- ✓You want the thing fixed, not documented.
- ✓You're willing to hear what I actually think.
Probably not me
- ×You want a strategy deck and a recommendation.
- ×You want someone to tell you you're already right.
- ×You need a full-time executive, not a part-time operator.
Want to know what I'd fix first?
Thirty minutes, no pitch. You tell me where it's stuck, I tell you what I'd go after. You can run with that yourself if you want.
Book a callThis is what it actually looks like.
No deck, no framework, no binder on a shelf. We get in a room and draw how your business really works: how a customer shows up, what happens next, where it stalls, and who is waiting on whom.
By the end you can see the whole thing on one board. Usually the bottleneck is obvious the moment it's drawn, and it's rarely where anyone expected.
It all starts with the map.
Understanding how your business actually makes money.
01
I map how you make money
Every way you get a customer, and everything you do to keep them. Just this alone opens your eyes to the opportunities you're wasting.
02
We see what it takes to deliver
What each part actually needs to run: people, technology, resources.
03
We find the one thing to fix first
The bottleneck that keeps rearing its head until we eliminate it. I help you knock it out, then we go find the next one.
04
We keep it running
A simple rhythm the team can hold on their own, so everyone knows their number and their job, and you can finally see what's working without standing over it.
I usually end up building something.
A quote builder that took quoting from ten hours to about one. A deal-sourcing engine that researches targets while everyone sleeps. A bot that chases down the timesheets nobody wants to chase. If you can name the thing eating your week, there's a good chance it can be built away.
See what I've built →Questions you might have.
What's a fractional COO? +
An operator who runs alongside you part-time instead of joining full-time. I get into the business, find what's really holding growth back, and fix it with your team, without the cost of a full-time exec.
Who do you work with? +
Owner-led businesses, roughly $1M to $20M in revenue, across construction, professional services, healthcare, software, and agencies. If you've become the bottleneck and growth has gotten chaotic, that's my wheelhouse.
What happens on the call? +
Thirty minutes, no pitch. You tell me where it's stuck, I tell you what I'd fix first. You can run with that yourself, or we can talk about doing it together.
What does it cost? +
It depends on the problem and how involved you want me. Engagements are month to month, scoped to what actually needs fixing. We figure out whether it's a fit before anyone talks money.
Do you work remotely? +
Yes. I work remotely with owners across the US, and get on-site when the work calls for it.
“If you doubled your sales tomorrow, would you be happy, or freak out?”
He was chasing more sales, but when I asked him that he got sick to his stomach. He had a throughput problem, not a sales problem. We fixed how the work got delivered and the growth followed.
See the rest of the results →Let's find the one thing.
Tell me where it's stuck and I'll tell you what I'd fix first.
Book a call