Flagship engagement · 90-day operating reset
A 90-day operating reset for growth that has outrun delivery.
This is for a business with a real cross-functional constraint, not a request for another strategy deck. I diagnose what is breaking, establish the operating view and cadence, and lead the changes through the first quarter.
When it fits
The signs this is the work.
- Sales commitments are not tied clearly enough to delivery capacity or margin.
- Leadership meetings collect updates but do not resolve the decisions slowing the work.
- The founder is still the escalation path for too many priorities and exceptions.
- Teams are busy, but ownership across commercial, product, and delivery boundaries is unclear.
What changes
The operating result.
A single operating view
Pipeline, commitments, capacity, margin, risk, and decisions brought into the same line of sight.
Explicit ownership
Clear accountabilities, decision rights, measures, and escalation paths across the work that matters.
A working cadence
A weekly rhythm that surfaces exceptions early and follows decisions through to delivery.
How the work runs
A defined path into the work.
Days 1-30: diagnose
Follow the work from revenue to delivery, identify the constraint, and establish a small set of decision-ready measures.
Days 31-60: rebuild
Put ownership, handoffs, reporting, and operating cadence in place around the highest-value changes.
Days 61-90: embed
Run the new system with the team, remove failure points, and leave clear ownership for what continues.
Relevant evidence
A company rebuilt in 90 days.
As COO of Listen Léon, I audited and rebuilt technology, product, sales, customer success, and team while helping sell enterprise services before the platform was built.
More about my operating experienceQuestions
What buyers usually need to know.
- What is included in a 90-day operating reset?
- The engagement includes diagnosis, priorities, a revenue-to-delivery operating view, clear ownership, a weekly decision cadence, and hands-on implementation of the changes selected for the quarter.
- Is this a strategy or implementation engagement?
- It is both, but implementation is the point. The diagnosis is deliberately short. Most of the quarter is spent putting the operating changes into the work and running them with the team.
- What size of company is it for?
- It is designed for post-revenue SaaS, technology, and service businesses where growth has created cross-functional operating problems. Fit depends more on the constraint and leadership need than a fixed employee count.
Next step
Describe what is happening.
I will reply personally and tell you whether this is the right engagement.
Describe the problem