How I get things done

Operations aren’t always about the organization.

As I prepare for a new gig, here’s a behind-the-scenes look at how I approach fresh assignments.

1. Complete Company OS assessment

Every assignment starts with a full Company Operating System assessment.

This process gives me a quick, structured view of the company. Some clients gain clarity just from the assessment. Others don’t. That’s not the goal. My clients already know their business better than I do.

The real purpose is to set us up for success in the next steps.

2. Set strategies for improving the Company OS

Once we have assessment data, we use it to define strategic objectives.

This step turns implicit thoughts into explicit, data-driven insights. We then design one to five strategies. Less is more. Five is usually too much, but sometimes necessary.

Strategies define our approach and what we want to achieve. They work like OKR objectives—clear, aspirational, but not yet detailed.

Some examples:

• Increase operational efficiency (if overhead is too high)
• Establish a new management system (to improve communication and accountability)
• Launch a continuous strategy process (to improve focus and decision-making)
• Build a workplace where people thrive and grow (if stress is an issue)

3. Define results we want to achieve

Strategies mean nothing without concrete results.

We define clear outcomes to ensure our actions lead to success. These results must be specific, measurable, and time-bound—no vague aspirations.

For example:

A better workplace strategy could include:

• Introduce flexible work policies (by date)
• Reduce employee turnover by 20% (by date)
• Improve employee satisfaction score to 90% (by date)

A management system strategy could include:

• Introduce a new communication tool (by date)
• Increase on-time project milestones by 20% (by date)
• Launch bi-weekly accountability check-ins, improving task completion rates by 30% (by date)
• Train management in leadership and accountability (by date)

4. Get things done

Execution is where real progress happens.

I run weekly sprints to determine the most critical tasks. Then, I execute them as effectively as possible. There will be wins and failures along the way. We use those learnings to adjust in the next sprint—or, if major, in the next strategic cycle.

This is my operations playbook—a structured, tested approach that works across different organizations.

I believe in a systematic way to drive results. Maybe this can spark some inspiration for your journey!

Note: This applies when I work as an operator (Interim COO or OPS Advisor). My CEO coaching method is a bit different—but that’s another story.