Operating model design

As companies grow, the way work gets done stops matching the org chart. Decisions queue behind one or two people, handoffs multiply, and the informal arrangements that worked at twenty people quietly break at fifty. The symptom is usually a founder's calendar; the cause is an operating model the business has outgrown.

The work maps how things actually run today, then designs the target model: who owns what, where decisions sit, which processes and systems carry the load, and what gets deliberately dropped. The result is not a theoretical structure but a sequenced transition the team can execute while the business keeps running.

Best fit for: companies outgrowing founder-led decision making, leadership teams integrating an acquisition, or businesses scaling headcount faster than structure.