A service offer
Operational leadership for companies that ship physical product.
Somewhere between $2M and $20M, the thing that breaks isn't sales — it's everything behind it. Orders, inventory, distributors, fulfillment, and the CRM all start disagreeing with each other, and the founder becomes the integration layer. I take that layer off your desk and build the operating system that replaces it.
Who it's for
This is built for $2M–$20M companies that move physical product — medical device manufacturers and distributors, specialty B2B suppliers, and e-commerce or channel-driven businesses where operations, not demand, is the constraint.
The pattern is consistent. Revenue is real and growing. But quoting takes too long, inventory and backorders are tracked in someone's head, distributor onboarding is inconsistent, the CRM has drifted from reality, and nobody can produce a number anyone trusts without a day of spreadsheet work. Every fix routes through the owner.
I've run exactly that surface area — sales operations, CRM and marketing automation, product and bundle configuration, distributor and channel programs, e-commerce and web infrastructure, order and fulfillment coordination — for a medical device manufacturer selling direct and through distribution. Not as an advisor. As the person who owned it.
Scope
Pricing
A flat monthly retainer on a 6- or 12-month term, billed monthly. No hourly billing and no scope-creep invoices — you are buying committed time and ownership of outcomes. Annual prepay gets a 10% discount, and a 30-day exit clause kicks in after month three.
Tier 1
~8–10 hrs/week · one workstream
6-month: $48K
12-month: $86.4K prepaid
Tier 2
~16–20 hrs/week · cross-functional
6-month: $60K
12-month: $108K prepaid
Tier 3
~24–30 hrs/week · near-embedded
6-month: $72K
12-month: $129.6K prepaid
How it works
Ride along with every function — sales, order entry, fulfillment, finance. Trace a real order end to end and find where it stalls. You get a written audit: what's breaking, what it costs you, and the sequence to fix it.
Stand up the weekly leadership meeting, the scorecard, and the reporting. Fix the one or two workflows bleeding the most time. Early wins fund the trust needed for the harder structural work.
Quote-to-cash, channel programs, and systems integration. By day 90 the operating rhythm runs whether or not I'm in the room, and you have numbers you'd be comfortable showing a lender.
FAQ
Fair, and worth answering directly. My titles have been in sales and revenue operations. What I actually ran at a medical device manufacturer was considerably wider than that: CRM and marketing automation, product and bundle configuration, distributor and channel programs, e-commerce and web infrastructure, order and fulfillment coordination, and phone and communications systems. At companies of this size, that collection is the COO job regardless of what the business card says. If you want someone with the title from a $500M company, hire them — they will cost more and have run a very different business than yours.
Consultants produce recommendations. I produce a working system and then run it. I'm in your CRM, your quoting tool, and your fulfillment process building the thing — not writing a deck about who should build it.
Eventually you should. A full-time operations executive runs $200K–$350K all-in before equity, which is difficult to justify below roughly $10M in revenue. Fractional gets you senior operating judgment in week one rather than month four, at a fraction of the cost — and part of my job is telling you when you've outgrown the arrangement and helping you hire the replacement.
That's where my depth is — including the regulatory and distribution particulars that catch generalists out. But the underlying problem is the same across distribution, specialty manufacturing, and channel-driven B2B. If you move physical product and operations is your constraint, the work translates.
A 30-day exit clause kicks in after month three. The first ninety days are diagnosis and rebuild, and both sides need that runway to judge anything fairly. After that, if the scorecard isn't moving, you shouldn't be paying me.
Two, occasionally three at the lightest tier. Committed days per week only mean something if the days actually exist.
Get in touch
Send a short note with your revenue range, headcount, and the operational problem that prompted this. I'll come back within the day with a couple of times for a 30-minute call.