Fractional COO
(OPERATING PARTNER)
Your business has outgrown how it operates.
The revenue is there. The team is there. But every real decision still comes back to you. The leadership team is capable and somehow nothing moves without you in the room.
That is a structure problem. Not a people problem. And it is fixable.
OUR FRACTIONAL COO
ENGAGEMENT INCLUDES
DIAGNOSTIC AND DISCOVERY
Before I change anything I spend the first two weeks learning how the business actually runs. Not the version people describe in meetings. The real version. I sit with every leader one on one. I map where decisions actually land, where work slows down, and where accountability disappears. Most founders have never seen an honest picture of their own operating model. That is where we start.
BUILDING THE OPERATING MODEL
Clear accountability across every seat. Decision rights at the right level. A governance structure that gives your leaders the authority to actually lead. I build the operating model your business needs to grow beyond what one person can hold together. Not a document. Something that actually runs.
LEADERSHIP TEAM ACCOUNTABILITY
I run the weekly operating rhythm, hold your leaders accountable to what they committed to, and work through the issues that keep getting avoided. The goal is a leadership team that moves without the founder in every conversation. That shift does not happen overnight but it starts in the first ninety days and it holds.
PROTECTING THE FOUNDER
Most founders spend their time on things that should never reach them. Decisions that belong two levels below them. Problems the team should own. I keep the operational noise where it belongs. Your time goes back to the things only you can do. That is the whole point of building a real operating model.
BUILDING TOWARD A FULL-TIME HIRE
This engagement is built to end. Early on I am already looking at whether the right full-time operational leader exists inside the business or needs to come from outside. I develop internal candidates where they exist. I define the profile and manage the hiring process where they do not. The engagement ends with someone in the seat and the business running without me. That is the graduation.
WHY CHOOSE YAR KHAN CONSULTING?
Enterprise Discipline. Finally Accessible.
Fifteen years building operating systems inside Discover Financial, Grainger, New York Life, Boyd Group, and Johnson and Johnson. Not as an advisor. As the person who stayed until the framework actually worked. That level of operational discipline has never been accessible to the founder-led business. Every engagement is built on what that experience actually taught me.
In the Seat. Not on the Sidelines.
One day a week embedded in your business. Not a monthly check-in. Not a Zoom call with a slide deck. I run the operating rhythm, hold the accountability, and do the work that needs doing. The difference between advising and operating is significant. This is the latter.
Built to End.
I do not build dependency. From day one the engagement is designed to work itself out of a job. The company finishes with a full-time operational leader in place and a business that runs without me. That is how I measure whether the engagement worked.
If your business has outgrown how it operates and you need someone to build what is missing, that is the conversation worth having.
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One day a week. Twelve to eighteen months. A graduation.