consulting
That means it's working. Now let's rebuild the systems underneath it — handoffs, metrics, and hiring — before the cracks reach your customers.
The stance
An operator, not a deck factory.
The work
Scoped tight, priced in writing, and finished in weeks — not quarters.
Two weeks inside your business: process maps, bottleneck analysis, and a prioritized fix list your team can execute immediately.
A senior operator two days a week — running the operating cadence, owning the metrics, and building your future ops hire's job description.
One messy workflow — onboarding, fulfillment, invoicing — redesigned, documented, and running inside five working days.
A one-page scorecard for the whole company: the six numbers to watch weekly and the dashboards that keep them honest.
Scorecards, structured interviews, and a hiring plan sequenced to revenue — so headcount follows the pipeline, not panic.
A working offsite that ends with owners, deadlines, and a one-page plan — not a whiteboard photo nobody opens again.
Method
We sit in your standups and pull the real numbers — the map shows how work actually moves, not how the org chart says it does.
New handoffs, honest dashboards, hiring sequenced to the pipeline — built with the people who will run them.
Every fix gets a metric and a deadline. If the number didn't move, the work isn't finished.
We stay until your team runs the new system without us — then we leave, on schedule.
The receipts
“Dana found $40k a month leaking out of our fulfillment process in her first week. By week six the process was rebuilt and the leak was gone.”
“We'd tried two agencies and a strategy firm. Ridgeline was the first to actually sit in our standups, and the first whose changes stuck.”
“The fractional COO engagement paid for itself before the second invoice. Our ship rate went from 71% on-time to 96%.”
Questions
You get me, not a rotating bench of analysts. I've run operations myself, I work inside your tools and your meetings, and every engagement ends with your team running the new system — not with a retainer renewal pitch.
The sweet spot is 15 to 150 people — big enough that broken handoffs cost real money, small enough that we can fix them in weeks. Earlier-stage founders usually start with a Process Design Sprint.
Both. Denver-area clients get me in the room for key sessions; everyone else gets the same cadence over video plus an on-site kickoff. The audit always includes at least two days in person.
That's the most common starting point. The Operations Audit exists precisely for this: two weeks of diagnosis before anyone commits to a fix. About a third of audits end with 'this is smaller than you thought' — and a smaller bill.
Yes. Every engagement is scoped and priced in writing before we start. If I underestimate the work, that's my problem, not your invoice.
One working session
Bring your messiest operational problem to a working session. You'll leave with a sketch of the fix whether or not we ever work together.
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