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Situation

Scaling past the founder

There is a size — usually somewhere between thirty and eighty people — where the informal systems that got a company here stop working. Decisions queue, quality slips, and the founder is working harder than at any previous point.

The fix is structural and the capability to build it is temporary. Once the operating rhythm exists and the managers can run it, the mandate ends.

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What this calls for

  • An operating rhythm with real management cadence
  • Org design, role clarity and decision rights
  • Systems that carry the process rather than people remembering it
  • A first line of managers who are actually managing
  • Reporting that tells you what is happening before it becomes a problem

Roles usually bought

COO

Fractional COO

Turning a business that works because people try hard into one that works because it is designed to.

CHRO

Fractional CHRO

Employment structure, senior hiring and the people risk nobody looks at until it is expensive.

CFO

Fractional CFO

Cash, controls, reporting and the numbers investors and lenders will actually believe.

Scaling past the founder by city

BangkokSingaporeDubaiKuala LumpurJakartaHo Chi Minh CityHanoiManilaPhnom PenhHong KongAbu DhabiRiyadhJeddahDohaKuwait CityManamaMuscatTokyoSeoulTaipeiShanghaiSydneyMelbourneAuckland

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