Five clients at a time · Mountain time · Three-month minimum

Online Business Manager

Not a consultant who leaves you a document. Someone who runs the process, manages the people doing the work, and hands you one page of numbers every Friday.

  • Three-month minimum, then monthly
  • You keep every process we build
  • 5★ on Google

Book A Discovery Call

9Years As An Operator
5Clients At A Time
3 moMinimum Engagement
FriNumbers In Your Inbox
How I work

Alongside You, Not Above You

In Your Tools, In Your Meetings

I join the calls that matter, work in your project tool and your inbox, and am visible to your team as the person to ask.

Decisions Written Down

Every agreement becomes a line in a document with an owner and a date. Six weeks later nobody is arguing about what was decided.

Honest About Your Numbers

If a service is unprofitable or a contractor is underperforming, you will hear it from me early and plainly. That is what you are paying for.

Built To Be Left Behind

Everything is documented so an in-house hire can take it over. Several engagements have ended exactly that way, which I consider a success.

Engagements

Three Ways To Work With Me

All retained monthly with a three-month minimum, because nothing operational changes in four weeks.

Operations Retainer — $2,400/mo

Around ten hours a week. Process, contractors, weekly reporting and a standing Monday call. The usual arrangement.

Embedded OBM — $4,600/mo

Around twenty hours a week. Everything above plus launches, hiring support and quarterly planning. Effectively a fractional operations director.

Launch Engagement — from $3,800

Six to ten weeks around a single launch, scoped and fixed. Often how a longer engagement starts.

Thirty minutes, no deck

Tell Me What Keeps Slipping

Usually it is a launch date, a contractor, or the reporting nobody has time to pull. I will tell you whether an OBM is the right answer — sometimes it is a hire instead.

The first ninety days

What Changes, And When

01

Weeks 1–2

I map how the business actually runs, talk to your contractors, and come back with the three things costing you most.

02

Weeks 3–6

The top process gets documented and taken over. Contractors move to one point of contact. Weekly reporting starts.

03

Weeks 7–10

The second and third processes follow. Tools get consolidated. You stop being copied on things that do not need you.

04

Weeks 11–13

A quarterly plan with owners and dates, and an honest conversation about whether to continue, scale up, or hand over in-house.

Who hires an OBM

Founders At The Handover Point

Course and membership businesses

Where launches are the revenue and the founder is the bottleneck in every one of them.

Studios and agencies

Ten contractors, no operations person, and a founder doing delivery and scheduling in the same day.

Service businesses past $1m

Where the process that worked at twenty clients is visibly failing at eighty.

Founders about to hire

Who need the role documented before they recruit it, so the first hire inherits a system rather than a mess.

Fair Questions

How is an OBM different from a virtual assistant?

An assistant does tasks you assign. An OBM decides which tasks should exist, who does them, and whether they worked. If you have a clear list of things to hand over, hire an assistant — it is cheaper and it is the right tool.

Why a three-month minimum?

The first month is mapping, the second is taking things over, and the third is when it starts showing up in your week. A one-month engagement would take your money and change nothing.

Do you manage my employees?

I manage the work, not the employment. Performance conversations, pay and hiring decisions stay with you, and I will give you a straight view to make them with.

What if I need you full time?

Then you need a hire, and I will help you write the role and sit in on the interviews. I take five clients and will not pretend otherwise.

Who owns the processes you build?

You do, in your own systems, from day one. If we part you keep every document and I remove my access within a week.

Every engagement includes

What Comes As Standard

A weekly one-page report

Five numbers, what moved, what is blocked, what needs you. Friday morning, every week.

A living operations document

Your processes, owners and decisions in one place, in your systems, updated as we go.

One point of contact for contractors

Your suppliers stop asking you questions that are not founder questions.

A quarterly planning session

Ninety minutes, with numbers, deciding what the next quarter is actually for.

A clean exit

Documented well enough that an in-house hire could take it over next month.

Straight talk

Three Things I Will Probably Say

01

You Have Too Many Tools

Almost every business I meet pays for four things that overlap. Consolidating them is usually the fastest visible win and takes about a fortnight.

02

Your Cheapest Contractor Is Expensive

The one who needs three rounds of revisions costs more than the one who charges double. The reporting makes this obvious within a month.

03

Sometimes The Answer Is A Hire

If the work is genuinely full-time and permanent, a retainer is the more expensive answer and I will tell you so on the first call.

If there is a place open

Five Clients, Sometimes Four

When the practice is full I will say so and tell you roughly when a place frees up.

Book A Discovery Call

Tell me what keeps slipping and pick a day. Thirty minutes, and you will get an honest answer about whether this is the right hire.

Book A Discovery Call