When delivery becomes the bottleneck
You can tell delivery and service are slowing you down, but you can’t pinpoint why. Implementations slip. Renewals feel uncertain. Service costs are hard to measure. Or your product has traction in one segment, and the next one is unproven. Or your best individual contributors now lead teams, and they need help doing it.
I’ve run these functions myself, at companies selling to the same GPs and institutional investors you sell to.
What I do
Segment fit, and positioning against the platforms your buyers compare you with. The pitch, the demo, and the partnerships and channels that bring in new business.
Delivery and client success
Where and how you sell
Implementation, support, and client success, with feedback loops that carry what clients need back into the product and the pitch, and metrics that show what delivery costs and how it is improving.
The leaders who run it
Coaching for newly promoted leaders on running teams and thinking strategically, and a team structure that doesn’t depend on a few people carrying the load.
Ready for your next investor
The operating maturity, metrics, and diligence materials a growth equity investor will look for.
Along the way, I put AI to work where it helps a growing team most: one knowledge base behind client answers, onboarding, and training.
Why build delivery before revenue takes off?
Because the COO is usually the last executive hired. By then, delivery has grown up around a few people instead of being built, sales has promised more than the team can deliver, and clients slip at renewal. Structure is much easier to build early than to retrofit.
Example - Anduin
Situation After its Series A, sales were growing faster than the client teams could onboard new clients, and those clients included some of the largest private equity firms in the world.
Approach As VP of Client Success and Partnerships, I restructured the client-facing teams, standardized best practices across them, and set up knowledge sharing so each team could build on what the others learned. A KPI framework for capacity and forecasting showed where the work was going and what it took to deliver.
Result Client delivery capacity tripled within nine months, with headcount nearly flat.
How we can work together
As an advisor, as a consultant on a defined project, or as a fractional COO for a set number of days each week.