The below aims to bring to light some specific operational projects I have delivered in various roles and as a Fractional Head of Ops. It is not exhaustive.
Quandri; VP of Operations Finn AI; Chief of Staff / Interim COO
Problem: As Finn AI scaled past 20 people, the founders as the connective tissue holding the company together started to break. Context needed to be repeated across five conversations, decisions routed back through them, and alignment quietly degrading as headcount grew.
Approach: I designed and installed a full company cadence from scratch - the right touchpoints at the right frequency, clear agendas and owners, tightly focused quarterly goal-setting, and communication protocols that carried context instead of the founders having to. This was evolved twice more on the path to 100 people.
Outcome: Decisions got faster and became backed by structure and data. Quarterly goals narrowed onto what actually mattered, and achievement per quarter climbed from 60% → 80%. The leadership team became fully aligned, and the company kept operating as though the founders were in the room at 20, 50 and 100 people. I built the same rhythm again at Quandri.
With AI today: Agents handle the connective work - generating agendas straight from live goals & project statuses, capturing decisions and actions, circulating memos, flagging where teams are drifting out of alignment before it costs anything.
Quandri; VP of Operations Finn AI; Chief of Staff / Interim COO Qwist; Head of Operations
Problem: A raise is a high-stakes distraction that takes the founder out of the business. They need to run a tight process, present clean and credible metrics, and survive due diligence while still running the company. Done badly it drags on, spooks investors and leaves the company un-attended.
Approach: I quarterback the whole fundraise as a project. I define and produce the data package that puts the company's best foot forward as investors take an early interest, then manage the due-diligence process through to completion. I've done this across three Series A and Series B rounds (Finn AI, Quandri, Qwist); and I've also project-managed M&A preparation at Finn AI as it scouted acquisition prospects.
Outcome: A positive outcome every time: $12M, $10M & $5M - each closed with clean due diligence and the founder able to focus on investor relationships, and still able to work on the business in parallel.
With AI today: Put agents on the data room assembling and maintaining the data package straight from live company data, drafting diligence responses, tracking the investor Q&A and flagging gaps before they do. When your metrics are already live (see data case study), the raise package is a click away.
Quandri; VP of Operations
Problem: As Quandri scaled, who owned what was becoming unclear and so was who owned each area of knowledge. Information sat scattered across Notion, Drive and people's heads, new hires ramped slowly because information was not easily findable and stale, and company execution slowed accordingly.
Approach: I implemented clear Areas of Responsibility (AoRs), a named owner for every domain, who was therefore accountable for knowledge within that domain. I built workflows in Notion to keep each area current, and increasingly handed that upkeep to AI agents.