WHAT I BUILD
Operating Architecture
Design and build the operating layer your platform actually runs on.
For PE-backed healthcare platforms post-close where the company has outgrown the way the founder built it.
What’s actually going on
You closed. The board is watching, and the leadership team is capable and working hard. But no one can see what’s working week to week. The board pack takes two weeks of someone’s time to produce and still leaves the sponsor with questions. KPIs live in scattered spreadsheets that don’t reconcile. A new operating partner started asking questions the team can’t answer in real time.
The platform has a strong clinical reputation, loyal patients, and committed providers. It doesn’t yet have the operating layer that lets leadership see what’s happening, plan against it, and run the business without the CEO in every meeting.
How I help
I come in as the senior operator embedded inside your leadership team and build the operating layer with them. Operating model and decision rights. KPI design across clinical, operational, and financial dimensions. Planning cadence aligned to board expectations. Governance that holds as the platform scales. Board reporting that gives you a credible story to tell and keeps the board’s confidence.
I design and install at the same time, inside the meetings and reviews you already run. Your team is in the room for it, so they own the cadence when I leave.
How we’d actually work
Two to three days a week, embedded inside the leadership team. Three to six months for the core build, longer if the scope grows. Always with a scheduled end and a real handoff to your CFO, COO, and department heads. Your team runs the cadence with me before I leave. The operating cadence runs without me. I take two platforms at a time, which keeps me present in each engagement.
I don’t show up with a pre-built scope. Before I build anything, I sit in your leadership meetings, talk to the people doing the work, and look at what’s happening, then come back with a scoped recommendation: what to build, in what order, with what investment, and whether I’m the right person to do it. If I’m not, I’ll tell you and point you somewhere useful.
When this tends to be the right call
A few moments where this work shows up:
• The platform just closed and the sponsor or operating partner is asking what the 100-day plan looks like in practice.
• The board pack is a recurring nightmare and the leadership team is burning out producing reports rather than running the business.
• The CFO stitches the monthly numbers together by hand from three systems that don’t agree.
• Strategy lives in the CEO’s head, and there’s no forum where leadership and investors look at the same information.
• The leadership team has talent and will, and what’s missing is the infrastructure underneath them.
Where is the platform stuck?
Just closed, or coming up on a board meeting you don’t want to walk into without numbers? Tell me where the platform is stuck.
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