Fractional operations and marketing systems for owner-operators and brands. Fifteen years running global operations and growth across entertainment, healthcare, real estate investing, and media — including Acting COO seats through two turnarounds.
Est. 2024 · Houston, Texas
The problem
Both versions are usually in the same business at once. The crew idle on a Thursday afternoon. The treatment room running at sixty percent. The unit vacant into a fifth week. That's capacity you are already paying for — payroll, lease, and insurance run whether or not the hour earns, so every one of those gaps is money going out with nothing coming back. Working harder has never closed it. The problem was never effort; it's that nobody has had the time to find where the business is leaking and build the right fix for it.
Then the reverse. A location opening that needed a three-month runway and got three weeks. A strong month the back office couldn't absorb. And the campaign that never happens at all — most owners know a launch or a creator partnership would work for them and have no idea where to begin. I build those end to end, from sourcing and contracts through reporting. Same gap either way: nothing brings work in, or moves it through, unless you start it yourself. So the business runs in bursts — whenever you get a free week — and goes quiet the moment you don't.
How much longer can you operate in the red before the decision gets made for you?
Practice
The operating layer under creator campaigns and experiential launches — talent sourcing and vetting, contracts and usage rights, production and run-of-show, vendor and venue management, deliverable tracking, and reporting that survives a finance review. Built for anyone spending on creators or live events without a team to run them — a national campaign or a single location opening.
Delivered with Rise Agency Group · SAG-AFTRA franchised
Practice
Acting COO and Head of Operations engagements. Org design, SOPs, systems of record, and the handoffs that let you leave the building.
Talk about this →Practice
Consulting and marketing for investors, property operators, and small brokerages. Scoped outside licensed brokerage activity.
Talk about this →Practice
Behavioral health, dental groups, sleep medicine, and aesthetics. Intake flow, patient marketing, and back-office throughput.
Talk about this →Practice
Contractors, shops, and service businesses. Scheduling, dispatch, quoting, and the paper trail that survives an audit.
Talk about this →How engagements run
01 — Weeks 1–2
I sit inside the work and map where it actually stalls — not where you think it does. You get a written findings memo whether or not we continue.
02 — Weeks 3–10
Systems, SOPs, defined handoffs, and an org chart that matches how decisions really get made. Built with your team, not handed to them.
03 — Close-out
Documentation, training, and a 30-day check. The measure of the work is that your team can run it without me in the room.
04 — Ongoing
Most engagements continue in some form — a fractional seat, a monthly retainer, or the next build. None of them have to. That's the point of doing it in this order.
A first conversation is diagnostic, not a pitch. Bring the part of the business that keeps landing back on your desk.
