Engagement Model
A sequenced Fractional COO intervention: architecture first, implementation second, exit by design.
This is a temporary executive-level operating role. The engagement is structured as a defined intervention with a clear beginning, middle, and end. This sequence is crucial to operational success.
Phase 1: Architecture (Days 1-90)
During Phase 1, the role functions as an active Fractional COO while designing the organization’s operating architecture.
The organization continues operating in real time. Architecture is designed inside live conditions rather than in isolation.
This phase establishes:
decision ownership and escalation paths
accountability mechanisms
work flow across the organization
operating cadence
governance of execution day to day
leadership operating norms
Formal operational design and change management protocol are completed by the end of this phase. The output is a complete operating architecture, ready for installation.
Phase 2: Implementation under Transitional COO Leadership
Phase 2 begins after the operating architecture is complete.
The operating architecture designed in Phase 1 is implemented across the organization under active Fractional COO leadership.
Implementation focuses on:
installing decision authority where designed
embedding accountability into daily execution
stabilizing operating rhythm across teams
embedding decision authority where it belongs
correcting breakdowns that surface during real use
Implementation duration varies by organization type. The scope of the architecture does not expand.
Phase 3: Permanent COO Training & Exit
Phase 3 prepares the organization for permanent transition of ownership of the operating system.
A permanent COO is hired or designated and trained directly inside the installed architecture.
Training focuses on operating judgement, enforcement, and system oversight, as well as mechanics.
Typical training duration is 2-8 weeks.
The engagement ends with a clean exit. Extended overlap beyond this point indicates unresolved structural dependency.
Optional Approaches (when applicable)
In some cases, implementation may be deferred and executed internally.
This approach is considered when:
existing internal leadership has sufficient operating capacity
execution discipline is already present
the organization can absorb the architecture without active COO leadership
If used, the organization exits Phase 1 with:
a complete operating architecture
defined ownership of implementation
a change management protocol
a formal handoff plan
In other cases implementation and incoming COO training need to be delayed short-term a permanent COO is hired or delegated and onboarded. It is recommended the duration of the delay is no longer than 3 months from the conclusion of Phase 1.
In the event the engagement ends with phase 1, or phases 2-3 are put on short-term hold, formal presentation and handoff of the operational design will be executed to the CEO and highest level existing operations executive at the end of Phase 1.
These optional approaches are evaluated case by case.
Note on ‘Quick Wins’
This engagement does not pursue “quick wins” as they are commonly defined.
Early improvements may occur, but they are the result of frictionless structural corrections.
The goal is an operating system that continues to function under growth, pressure, and leadership change.
Focusing or splitting effort on short-term relief is detrimental to the successful achievement of this goal.
Authority Specification
During the engagement, the role operates with delegated executive authority.
Authority includes:
decision-making within the agreed operational scope
enforcement of accountability
definition of roles, responsibilities, and operating rules
Authority, responsibility, and accountability are explicitly aligned at the outset of the engagement.
Working Modality & Travel
The engagement is conducted remotely by default. All core work, including architecture design, implementation, and formal delivery, is structured so it can proceed effectively without reliance on physical presence. This approach supports continuity, focus, and consistency throughout the engagement.
In-person meetings may occur when they meaningfully support the work or materially improve outcomes. These meetings are limited and purposeful, and may be used for leadership alignment, formal presentation of the operating architecture, or executive training where shared physical context adds value. In-person meetings may only take place outside the United States in stable, low-risk countries.
