I help $5–10M founders fix broken ops & teams so they can scale without the chaos | Fractional COO
I’ve spent the last 15+ years inside startups at different stages of growth, working across engineering, operations, and executive leadership. I’ve been the first ops hire, an engineering manager, a VP of Operations, a General Manager, COO and now as fractional COO support within startups. I focus on helping founders scale without burning themselves or their teams out. I started my career at Spoonflower, a B2C e-commerce company that grew from 5 employees to over 400 and eight figures in revenue. Over time, I moved from operations into engineering, then into leadership roles. I helped scale production, build internal systems, lead engineering teams, and eventually launch and run the company’s European operations. As General Manager and later VP of International Operations, I led international expansion, built the Berlin entity from scratch, hired and managed cross-functional teams, and grew EMEA revenue from $1.4M to $9M. Later, as COO at bookingkit, a B2B SaaS company in travel and tourism, I owned the full P&L and led teams across finance, people, IT, sales ops, and business intelligence. I joined during post-COVID instability and helped stabilize and then grow the business, mdriving 65% internal revenue growth over four years, reducing attrition by 50%, improving forecasting and cash collection to 98%, and cutting manual operational work by over 30% through better systems and automation. All while operating in a remote-first, multi-country environment across Europe. Across these roles, I’ve worked closely with founders and CEOs who hit the same wall: growth creates complexity faster than structure. Suddenly everything feels manual, decisions slow down, the founder becomes the bottleneck, and the business starts leaking time, energy, and margin.
I’ve built and led teams across startups, hiring and managing people in operations, engineering, finance, people & culture, customer support, marketing, and factory operations. I’ve hired 50+ employees from scratch when launching international entities, built leadership layers as companies scaled, and managed teams in both in-person and remote-first environments.
I’ve led teams as both an operator and an executive, from being the first hire to running multi-function orgs across product, engineering, finance, and operations. My leadership style is direct, high-trust, and outcome-driven: clear goals and real ownership. I build structures that let strong people do their best work: clear decision rights, fast feedback, and accountability without micromanagement. I’ve guided teams through growth, layoffs, and market volatility.
I’ve owned and run operations across B2C and B2B startups, from early-stage chaos to multi-country scale. I’ve been the first ops hire, led operations at the VP level, and held full COO responsibility with P&L ownership. My scope has included finance, people & culture, IT, sales operations, compliance, business intelligence, and internal systems. I’ve managed budgets, forecasting, cash flow, and invoicing, safeguarded over $200M in customer funds, and improved cash-in rates to 98%.
I’ve led product management in environments where product, revenue, and operations are tightly linked, across both B2C and B2B companies. I’ve owned product strategy, roadmaps, and prioritization in close partnership with engineering, GTM, and finance while balancing customer impact, technical reality, and commercial outcomes. I’ve managed everything from early product discovery and MVPs to scaling mature platforms, internationalization, and mobile-first experiences.
I’ve built and run remote-first organizations across Europe. I’ve designed the operating model: async communication, clear ownership, documented processes, and outcome-based performance, so teams can move fast without burning out. I’ve led the shift from office-centric to fully remote work, updated policies, compensation, and PTO accordingly, and used tooling and rituals to keep alignment and accountability high.
I’ve built, implemented, and scaled the tech stacks behind both B2C and B2B startups, from scrappy early-stage setups to multi-country, revenue-critical systems. I started as a full-stack engineer and engineering manager, then led company-wide technology decisions as COO: owning internal systems across finance, data, HR, GTM, and operations. I’ve migrated legacy platforms to cloud infrastructure, rebuilt data warehouses from scratch, and introduced automation and AI.
At ExtendMed, I'm building the operational backbone for a B2B healthtech platform powering compliant medical engagements for pharma and biotech. In this fractional Director of Operations role, I own process architecture, ticketing and cross-functional alignment, so client delivery scales without chaos, SLAs stick, and the team executes reliably while the founder focuses on growth and innovation.
At Arculen, I’m helping a fast-growing, niche recruitment startup build the operational backbone that lets the founders scale without becoming the bottleneck. In this fractional Chief of Staff role, I partner directly with the founders to design and install a clear operating rhythm, scalable people and finance systems, and simple execution structure, so the business can grow reliably, the team knows who owns what, and the founders stay focused on relationships and growth in the nuclear industry.
As COO with full P&L ownership at a ~100-person B2B SaaS, I drove scalable growth in a competitive market by transforming business operations and installing a clear operating system that allowed the founder to focus on strategy rather than day to day execution. - Boosted internal revenue by 65% through operational efficiency, enabling growth without over-hiring. - Reduced attrition by 50% with strategic HR initiatives (clear career paths, comp transparency, remote flexibility, better PTO), so the team could scale without founder burnout. - Migrated to scalable infrastructure, increasing team output by 33% and cutting operational bottlenecks, so manual work didn’t scale with the business. - Improved goal execution by 18% with a cross-functional OKR cadence aligning product, GTM, and ops, so priorities shipped and leadership owned delivery. - Maintained business continuity and stabilized operations during economic headwinds, so the founder could focus on growth, not firefighting.
As VP of Operations & International Expansion, I led EMEA growth for a global B2C marketplace, building and scaling the operational systems that supported rapid, profitable expansion. - Scaled EMEA revenue by 540%+ by designing and executing a go‑to‑market strategy, operationalizing localized processes, and building a 50+ person team to support growth. - Managed a multi‑million‑dollar operating budget with a focus on efficient resource allocation and ROI. - Built and led international teams, enhancing collaboration and regional alignment so the business could scale reliably across markets. - Improved supply chain and customer service performance through financial modeling and scalable processes, so operational bottlenecks didn’t slow growth. - Introduced data‑driven forecasting and cost‑efficiency frameworks, significantly reducing operational waste so the business could grow without constant firefighting. - Successfully scaled international operations while adapting to regional market and cultural nuances.