Every important decision reaches you
The team has responsibility, but not enough authority, context, or operating structure to move without you.
Senior operating leadership without the full-time salary
Experienced Fractional COO
You Didn’t Start a Business to Work This Hard Forever.
You built the business by being willing to do whatever it took. Now every decision, exception, hire, handoff, and fire drill finds its way back to you.
You get an experienced COO embedded in the business—taking ownership of the operation, strengthening the team, and installing the systems that let the business move without your constant involvement. When the fix requires better technology, automation, AI, or a custom tool, I can build that too.
Senior operating leadership. Hands-on implementation. No full-time executive salary.
Operator + builder
One person from the business problem to the working solution.
Trusted by growing companies
The problem
The business grew. Your job never changed.
Your team can do the work. The business still depends on you to keep it all connected.
Managers might be able to lead their own departments, but decisions that cross between sales, delivery, finance, and hiring still come back to you. Projects stall while people wait for answers. You chase down information before you can make a decision. And every new client, employee, or service adds more coordination to your plate.
You keep solving the same categories of problem because the underlying operating system never gets fixed. The day fills with approvals, questions, escalations, and follow-up. Strategic work gets pushed to the edge of the calendar.
Time away never feels fully away.
The problem is not your team. The business is missing an operating leader who owns how all the pieces work together.
Growth keeps adding coordination
More revenue brings more handoffs, exceptions, reporting, and management instead of the capacity it should create.
The tools create work instead of removing it
People copy information between systems, maintain parallel spreadsheets, and chase updates that should already be visible.
Your calendar has become the operating system
The business advances through meetings, messages, and decisions that only you can unblock.
The business should benefit from your judgment without requiring your presence in every part of the work.
The role
I take the operation off your shoulders.
I work inside the business as the senior owner of execution. I turn the company’s goals into operating priorities, give the leadership team a clear rhythm, fix the work that keeps breaking, and make sure decisions become results.
That can include clarifying who owns what, improving cross-functional handoffs, establishing useful metrics, leading major initiatives, coaching managers, redesigning workflows, replacing fragile tools, and automating work that should no longer require a person.
The goal is to make your involvement a choice instead of a requirement.
“Your COO should be able to improve the business, not just run it.”
Why Jackson
Many fractional COOs are strong at planning, meetings, SOPs, and accountability. Those things matter. But process problems increasingly live inside the systems, data, and manual work holding the company together.
I combine senior operating leadership with the ability to implement the fix. I can change the process, connect the systems, automate the repetitive work, apply AI where it is reliable, clean up the data, or build an internal tool when existing software cannot support the real workflow.
I own the work—not just the recommendation.
I do not stop at recommendations. I own priorities, lead execution, and stay close enough to see whether the change works in practice.
Technology designed around the business
The workflow comes first. Tools are selected, connected, or built to support how the company should run.
AI applied where it earns its place
I use AI when it can reliably remove work, improve a decision, or increase capacity. The result matters more than the novelty.
One person from problem to working solution
You do not brief an executive, wait for a project manager, and re-explain the operation to a development team. I keep the context and move the work forward.
AI and automation
AI is useful when it removes real work.
Your business does not need a pile of AI subscriptions or an abstract transformation roadmap.
It needs accurate, maintainable ways to reduce administrative work, surface the right information, and help the team move faster without creating new risk.
Depending on the problem, I may use AI to classify and route incoming work, draft from trusted business data, summarize operational information, monitor for exceptions, or help employees find the answer already buried in company systems. Other problems are better solved with straightforward automation, a process change, or clearer ownership.
I choose the lightest reliable solution. We measure hours removed, errors reduced, cycle time improved, and capacity returned—not how advanced the technology sounds.
What I own
Let’s build the operating layer that connects you to your goals.
Every engagement is shaped around the business, but the work usually spans several of these areas at once.
Operating priorities and scorecards
Turn company goals into a small set of measurable priorities with clear owners and a regular review rhythm.
Leadership and accountability
Clarify decision rights, strengthen managers, resolve cross-functional friction, and make commitments visible.
Process improvement and documentation
Remove bottlenecks, reduce exceptions, simplify handoffs, and document the workflows that need to remain consistent.
Systems and data flow
Make the core tools work together so information is accurate, available, and no longer maintained by hand.
Automation and AI
Remove repetitive work and apply AI where it can operate reliably inside a defined process.
Cross-functional initiatives
Lead the important work that spans departments and otherwise keeps returning to the owner for coordination.
Roles, hiring, and onboarding
Define the seats the business needs, improve how people enter them, and give each role a clear definition of success.
Custom internal tools
Build lightweight software when off-the-shelf products cannot support the operation without costly workarounds.
What changes
Let’s get the business to grow without waiting for you.
Decisions happen at the right level
Your team knows what it owns, what it can decide, and when an issue truly needs escalation.
Meetings produce movement
Priorities, decisions, owners, and next steps are clear before the meeting ends.
The numbers can be trusted
Leadership sees the same operational picture without assembling it by hand each week.
Routine work runs reliably
Processes, systems, and automation carry the repeatable load instead of the owner’s memory.
Growth creates leverage
The business gains capacity from better operations before defaulting to more headcount.
Your time changes
You spend more time setting direction, developing leaders, and making the few decisions that genuinely belong to you.
Real results
Operational leverage you can measure.
The exact work changes from one business to another. The standard does not: each major priority starts with a baseline and ends with an observable improvement.
20 → 1hours of weekly work
A manual staffing-matching workflow became a scalable operating system and eventually supported operations across 40 markets.
2×pipeline with about 75% less management time
A redesigned acquisition and onboarding workflow doubled the freelancer pipeline in four weeks while sharply reducing management time.
36 → 1workflows consolidated into one cleaner system
A fragile back office spread across spreadsheets, automations, and multiple tools became a simpler system leadership could manage with less effort.
See the operating problem, the intervention, and what changed for the team and leadership.
Explore the case studies“Jackson has the incredible ability to understand business problems, build functional products quickly, and adjust on the fly. I just wish we had found him 6 months earlier.”
How working together works
Start with a 90-day embedded COO engagement.
We agree on the highest-value place to start, define what better looks like, and get to work. You are buying senior operating ownership with a fixed amount of capacity reserved for your business—not a report, a course, or a weekly advice call.
Understand the operation and stabilize what hurts most.
I get close to the work, meet the people responsible for it, review the systems and numbers, and identify where the operation depends most heavily on you. We establish a baseline and move directly into the first improvement.
By the end
The cause of the first constraint is clear and a material improvement should already be underway or live.
Establish the operating rhythm and build on the first win.
We clarify priorities, owners, decisions, and metrics. I strengthen the first fix, work through edge cases, and begin the next highest-value priority as soon as the change holds up in the real operation.
By month one
You should see how I work, what has changed, and whether the remaining opportunity justifies continuing.
Take ownership and build capacity that lasts.
I lead the operating cadence, move cross-functional priorities forward, strengthen managers, and continue removing the processes and system constraints that keep the business dependent on you.
At 90 days
We decide whether valuable COO-level work remains. If it does, we continue month to month. If it does not, I leave the operation stronger and the ownership clear.
Who this is for
A growing business that has outgrown founder-led operations.
This engagement is usually a strong fit when:
- The business has traction, a team, and real operating complexity.There is enough activity and cross-functional work to justify senior operating ownership.
- The owner is still the default escalation point.Too many decisions, approvals, and exceptions require the founder’s involvement.
- Managers need a stronger operating layer around them.The team can execute, but priorities, decisions, accountability, or coordination are inconsistent.
- The problem crosses people, process, and technology.A narrow specialist would solve only one part of what is slowing the company down.
- Leadership is ready to change how the business runs.The work requires access, candor, and enough authority to implement the improvements we agree on.
This is probably not the right engagement if you want occasional coaching, a single isolated deliverable, or a full-time executive who can be present every day.
About Jackson
An experienced operator who can build.
I started my career translating between technical and non-technical teams, then managed marketing and engineering teams inside growing companies.
The work I kept returning to lived between departments, systems, and processes: understanding what the business needed, creating clarity around the work, and building the thing that made it run better.
That combination is what I bring as a fractional COO. I can lead the operation, make the hard priorities clear, and personally build the systems behind the change.
Common questions
Straight answers before we talk.
What does a fractional COO do?
A fractional COO leads operations part time. I turn strategy into priorities, coordinate execution, strengthen managers, and take ownership of work that otherwise returns to the founder.
How is this different from hiring an operations consultant?
I work inside the leadership team, own execution, and remain accountable for the result. When the solution requires technology or automation, I can build it instead of handing the recommendation back to your team.
Do we need to know which processes or systems should change?
No. You can come with a specific problem, a solution already in mind, or only the feeling that too much still depends on you.
How quickly should we expect progress?
The first two weeks are designed to produce clarity and a material improvement. Larger operating changes take longer, but useful work starts early.
Will you work with our existing leadership team?
Yes. I give managers clearer priorities, decision rights, and support so capable people can operate with less founder intervention.
Does every engagement include AI or automation?
No. I use the solution the operation needs, whether that is AI, straightforward automation, a systems integration, or a clearer process and owner.
How long does the engagement last?
We begin with 90 days, review progress at the end of month one, and continue month to month after the initial term while valuable COO-level work remains.
A business that needs less of you
Build a company you can lead without carrying every day.
Tell me where the business still depends on you, what keeps breaking, or what you have tried to fix already. I will tell you where I think the operating problem is and whether I am the right person to own it.
Get My Time Back No polished brief required. Bring the problem, the proposed solution, or both.