Interim and fractional COO

When it makes sense

A COO or operations leader has left and the search will take months.
The company has grown past the way it runs: reporting, finance operations and hand-offs that worked at a smaller size no longer hold.
A deal, outsourcing agreement or reorganization has to be turned into an operating model and carried through the transition.
Leadership wants AI in the operation but needs someone to decide where it belongs and own the result.

What I take on

Day-to-day operations and the operating rhythm: priorities, metrics and accountability.
Finance operations and reporting, working with your CFO or accountant.
Operating model and transition planning for deals, outsourcing and reorganizations.
Systems, vendor and data decisions, including where AI should and should not be used.
A clean hand-off to a permanent leader, with the process documented.

Background

Why an operator who builds

Run the P&L

As COO/CFO of a managed analytics business at Optum, I ran operations and finance for a $200M+ P&L.

Carry the transition

I led a nine-figure deal in which a large health system outsourced its entire analytics organization to Optum, then led the operational transition.

Step in at the top

I served as interim CEO of a digital health company and have advised early-stage healthcare companies since 2023.

Terms

Two to three days a week, remote with time on site as needed. Interim engagements run until a permanent leader is in place; fractional engagements run month to month.

Industries

Healthcare, health technology and life sciences are home ground. The operating work itself, finance operations, reporting and transitions, carries across industries, as my years in financial services and retail systems did.