u/Burner-Advantage-997

Remove if not allowed, wanted to post and help some people as I have quietly looked in here for years on my main. Thanks for all the cool people in this sub.

I’m an operator out of West Palm Beach.

I’ve been doing this for a little over 10 years across MSPs, IT, healthcare, multi-site operations, PE-backed situations, and post-acquisition cleanups. Basically anything where growth or bad structure starts breaking things.

Roles have looked like:

• Director of Operations in an MSP that exited

• COO, CRO, interim COO type work across different businesses

• healthcare operations across multiple markets

• global IT deployment (6500+ devices across 3 countries)

• manufacturing and retail multi-location scaling and exit work

Most of the work I end up doing is walking into businesses that are growing but the inside does not match the outside.

On paper it looks fine. In reality it is usually:

• leadership is stretched or unclear

• managers are executing but not really owning anything

• nobody trusts the numbers

• communication is inconsistent

• founders are still in everything even if they hired people not to be

• things get done but nothing feels controlled

Then it all slowly compounds…

My job is figuring out what is actually happening and rebuilding structure so the business can run without constant fire drills. (everything is fine, on fire meme)

Fix accountability. Fix cadence. Fix ownership. Fix visibility.

But honestly, the real work is people.

I talk with everybody in the business from bottom to top. People on the floor, managers, directors, all the way up through ownership, president, C-suite, investors, board. I want the full picture, not just one layer.

I will take people off site and just talk. Real conversations. No agenda.

I want to understand them as people first. What they actually like, where they want to go, what they want out of life, what they are trying to build for themselves.

Their frustrations matter, but so do their goals, their ambitions, what they think they are capable of if the business actually supported them instead of just using them.

And I always ask the same question at the end:

When we go back, this is your company and you can change 3 things, only 3, what do you change first?

It‘s fascinating to me how often the answers line up across levels. That is usually where you start seeing what is really broken versus what leadership thinks is happening.

Hiring is a big part of it too.

A lot of companies hire people who can do the job technically, but they are not always a fit for how the team actually has to operate. Can they work with others, take ownership, train people, not just execute in isolation.

That is really where things start breaking…

A lot of what I end up putting in place is structure around:

• clearer expectations for what good actually looks like in the role

• quantified scorecards so performance is not subjective

• hiring standards beyond can they do the work

• onboarding that does not assume people will figure it out

• real development cadence so people are not left to drift

And quantify able, ongoing reviews that are scorecard based:

• 30 / 60 / 90 day reviews

• 180 day checkpoints

• 365 day full cycle performance

It is not about being fancy or corporate. Without it, most orgs just drift over time and nobody really notices until it is really a big problem…

What I have actually been in the middle of:

• took a 1.2M operation to a 4M exit

• helped build and scale a 10M multi-site platform strategy with 3.3M investor consortium capital and ~700k personal co-investment

• cut an 8M infrastructure plan down to under 2M while improving control and execution

• stabilized a 90+ person healthcare org across multiple regions and protected recurring revenue

If you are an owner or operator dealing with stuff like:

• we are growing but everything feels messy

• I do not trust my team to execute consistently

• I am still the bottleneck

• we have KPIs but no real control

• everything works but barely

Ask me anything.

I will answer what I can when I can.

No pitch. Nothing to sell here.

Just figured I would be useful if anyone is in the middle of it.

Everywhere I’ve been, my edge has been bridging technology and people.

I grew up broke, liked working with my hands, solving problems, and gaming with my friends. Started building computers from parts because I couldn’t afford not to figure things out myself. Somehow that turned into getting paid to do it. (Crazy to me still)

That led into AV systems, support, then MSP operations, and leadership.

Made a lot of mistakes along the way learning how to hire, lead people, grow teams, and build structure that actually works under pressure.

Over the years I’ve been:

• Director of Operations for an MSP through exit
• Director of Technology & Strategy in healthcare
• Interim COO on a global device deployment
• PE-backed CEO
• Interim CRO
• Interim COO in legal and horology businesses

Most of what I do comes down to this:
when companies grow fast, things break. Communication breaks. Accountability breaks. Processes break. Good people get burned out. Leadership loses visibility.

I’m good at walking into that chaos and building operational clarity.

A few things I’ve done:

• Helped scale and exit an MSP
• Cut a projected $8M infrastructure deployment down to under $2M
• Stabilized multi-market healthcare operations with 90+ associates
• Lead a $1.2M operation into a $4M exit
• Built SOPs, KPI systems, reporting structures, and leadership accountability across multiple organizations

Not really interested in sounding “corporate” on here. Just putting this out there because I know there are owners and operators in this sub trying to grow without everything falling apart around them. (Everything is fine meme)

If you’re looking for help with:

• Operations transformation
• Turnarounds
• Change management
• Leadership structure
• Process/accountability
• Scaling without operational collapse

Let’s have a conversation.

West Palm Beach, FL

God Bless