Company Operating System
12–16 weeks
The strategy lives in a deck, but nobody can say what it means for this quarter.
A strategic roadmap linking the long-term direction to this year and this quarter
Services
Operations consulting for growing companies
We are not a traditional consultancy that leaves behind recommendations. We design and implement the management system a company runs on: priorities, goals, KPIs, owners and the meetings that hold it together. Six projects with a beginning, a middle and an end and, for companies that need senior operating support on an ongoing basis, a Fractional COO or Chief of Staff.
Choose where to start
Indicative timeframes. In every project, leadership takes part in decisions, validates the solution and names an internal owner. Participation and price are agreed in the proposal.
Leadership Operating System
8–12 weeks
The weekly leadership meeting is a round of updates that could have been an email.
A management cadence calendar: weekly, monthly and quarterly
Team Operating System
10–14 weeks
Teams work hard, but nobody can explain how their goals connect to the company priorities.
Team goals for each department, linked to company priorities
Quarterly Planning & OKRs
12–14 weeks
You tried OKRs once, and they were forgotten by week six.
A quarterly planning process with calendar, steps and owners
KPI Dashboards & Performance Management
6–10 weeks
There are dashboards, but leadership still asks for numbers by email.
A KPI tree linking company goals to the numbers that drive them
Change Management & Organisational Alignment
8–12 weeks
Leadership agreed on the change, but each leader tells a different version of it.
Alignment workshops with the leadership team
Fractional COO & Chief of Staff
1–3 days per week
The CEO is the only person holding the company priorities together.
A seat in the leadership team and direct support to the CEO
All services
01Project
Company Operating System
Most growing companies have a strategy but lack the system that turns it into weekly decisions: clear priorities, named owners, a few trusted numbers and a meeting rhythm that moves work forward. We design it with your leadership team, turn the strategy into an execution roadmap and implement it with you until it runs without us.
What you get
- A strategic roadmap linking the long-term direction to this year and this quarter
- Company priorities and goals for the quarter, each with a named owner
- A company scorecard with the KPIs leadership reviews every week
- An ownership map: who owns which outcome, process and decision
- The operating cadence: weekly, monthly and quarterly meetings with agendas and inputs
- Decision rights for the decisions that currently queue at the founder
- Templates and tools set up in the systems you already use
- Hands-on support through the first full quarter
Twelve to sixteen weeks, including the first full quarter on the new system, with scope and price fixed before we start.
02Project
Leadership Operating System
When the weekly meeting is a round of updates, reviews are slide marathons and nobody knows where decisions are taken, the company runs on side conversations. We redesign which leadership forums exist, what each is for, what arrives before it and what leaves it as a decision, then run them with you until they hold.
What you get
- A management cadence calendar: weekly, monthly and quarterly
- A weekly leadership meeting agenda with timings and inputs
- Monthly business review and quarterly business review templates
- A decision log and an action log the team actually uses
- Clear rules on which decisions are taken where, and by whom
- Pre-read standards: what arrives before each meeting, and when
- Facilitation of the first cycles and coaching for the meeting owner
Eight to twelve weeks, so the new cadence runs through at least two monthly reviews, with scope and price fixed before we start.
03Project
Team Operating System
Real work happens in teams, and that is where ownership blurs, handoffs fail and problems sit for weeks before anyone escalates them. We cascade the company system into each team (goals linked to company priorities, an agreed RACI matrix, routines that fit the work, clear handoffs) and build it with the managers who will run it.
What you get
- Team goals for each department, linked to company priorities
- A RACI matrix for the key processes and cross-team decisions
- An ownership map for each department
- Team meeting routines with agendas, sized to each team
- Simple team scorecards that feed the company scorecard
- Documented handoffs for the processes that cross team lines
- An escalation path: what goes up, to whom and how fast
- Working sessions and support for managers through the first cycles
Ten to fourteen weeks, sized to the number of teams involved, with scope and price fixed before we start.
04Project
Quarterly Planning & OKRs
Most OKR rollouts fail the same way: too many objectives, key results that are really tasks and nobody looking at them until the quarter ends. We design a quarterly planning process and an OKR framework that fit your company, and run the first cycle with your teams, from the workshop to the review.
What you get
- A quarterly planning process with calendar, steps and owners
- An OKR framework sized to your company, with clear writing rules
- Company and team OKRs for the first quarter
- 90-day plans with owners, milestones and dependencies
- OKR examples drawn from your own business, for future cycles
- Facilitation of the planning workshops
- A check-in and review rhythm for the quarter
- Templates set up in the tools you already use
Twelve to fourteen weeks, covering one full cycle from the first planning workshop to the quarterly review, with scope and price fixed before we start.
05Project
KPI Dashboards & Performance Management
Most companies have data but no agreement on which few numbers matter, who owns each one and when they are reviewed. We define the business KPIs with leadership, build the executive dashboard and scorecards on the data you already have, agree owners and set up the reviews where the numbers turn into decisions.
What you get
- A KPI tree linking company goals to the numbers that drive them
- A KPI dictionary: definition, formula, source, owner and frequency
- An executive dashboard for the leadership team
- Team scorecards that roll up to the company scorecard
- Targets and thresholds that trigger a conversation
- Data ownership agreed for every KPI
- A performance review rhythm linked to the leadership cadence
- Support through the first review cycles
Six to ten weeks, sized to the state of your data, with scope and price fixed before we start.
06Project
Change Management & Organisational Alignment
A well-designed system can still fail on the way in: people hear too late, managers do not model it, old habits return and unnamed resistance turns into quiet non-compliance. We work on the human side of the change with your team, aligning leadership first, planning the communication, preparing managers, addressing resistance in the open and building the habits that hold after launch.
What you get
- Alignment workshops with the leadership team
- A change narrative leadership can tell consistently
- A change and communication plan, by audience and by moment
- A stakeholder and resistance map, with actions
- Manager preparation sessions and conversation guides
- Adoption indicators and a regular check on how the change is landing
- Support through the first months after launch
Eight to twelve weeks, often alongside one of our system projects, with scope and price fixed before we start.
07Ongoing relationship
Fractional COO & Chief of Staff
There is a stage where the CEO needs an operator alongside them, running the cadence, driving priorities, preparing reviews and following up, well before the company can justify a full-time COO. We take that seat part-time, as a Fractional COO or a Chief of Staff as a service, so the operating system keeps working instead of slipping back into the CEO's inbox.
What you get
- A seat in the leadership team and direct support to the CEO
- Ownership of the weekly, monthly and quarterly cadence
- Preparation of business reviews and board or investor packs
- Follow-up on decisions, actions and company priorities
- Leadership of the cross-functional projects the CEO cannot carry
- Continuous improvement of the operating system as the company grows
- Preparation of the permanent COO or Chief of Staff hire, when the time comes
A monthly commitment with a defined weekly rhythm, typically one to three days per week, and a minimum term agreed in the proposal.
Operating Assessment
Not sure where to start?
The Operating Assessment is a short project that looks at how the company is run today and recommends what to build over the next six to twelve months, and in what order. A project can start here, and it produces a plan the leadership team can act on.
What you are buying
We do not sell hours
A management system in use: the routines running, the dashboards and templates set up, the leadership team working with them, and an internal owner who keeps it going. Not a number of consulting days, and not a deck.
- Priorities, goals and owners agreed in writing
- KPI dashboards and templates set up and in use
- A meeting cadence and agendas that are running
- The first cycles facilitated with your team
- An internal owner prepared to run the system
- A defined period of support while it embeds
What a proposal looks like
Before any project starts you receive a written proposal covering the same eight points, so the scope and the price are settled before the work is.
- The problem being solved
- The expected result
- Scope and deliverables
- The phases of the project
- What we need from you
- An indicative timeline
- The total investment
- What is excluded
Other things we help with
These are the projects we run most often, not everything we know how to do. The topics below usually show up inside the projects above or in a Fractional engagement, and some justify a project of their own.
Organisation structure and role clarity · Decision rights and escalation rules · Process mapping and standard operating procedures · Annual budgeting and business planning · Integration after an acquisition or investment round · Board and investor reporting
Let us talk about the actual problem
A free first conversation about how your company runs today. You leave with our read on the problem and a clear view of what we would do about it.
Who you will speak with
Francisco Campos
Co-founder · Strategy, Operations & Execution
Helps clarify priorities, structure teams and connect organisation design with business execution.
Ana Reis
Co-founder · Leadership, People & Change
Designs and implements People systems, from performance and careers to everyday management routines.
First conversation · 30 minutes
Tell us what is happening
Free and without obligation. Ana and Francisco reply personally.