Real engagements. Real seats. Real work.
Every case below is a business I have owned operations inside — as fractional COO, integrator, or operations manager. Names are redacted where clients asked; the structure of the work is not.
Australian property investment firm
Four departments aligned under one operating rhythm for the first time.
Before
Four departments operated as separate businesses. No shared scorecard, no common rhythm, every cross-department decision escalated to the founder.
What I built
EOS rollout with L10 meetings, scorecards and an accountability chart, plus one reporting layer and clean handoffs between departments.
Key outcomes
- Four departments aligned under one weekly rhythm
- Founder time in daily operations reduced by 18 hrs/week
- Rock completion rate quarter-over-quarter: 62% → 89%
Decorative lighting supplier
Operations function built from zero while catalogue and order volume scaled.
Before
Growing catalogue and order volume with no operational infrastructure underneath it. Everything ran on founder attention.
What I built
Operations built from the ground up — team, processes, systems, and a product expansion process that scaled without proportional headcount.
Key outcomes
- Team scaled from 2 to 7 operators
- Order processing time reduced by 64%
- Founder moved out of day-to-day order operations entirely
Offshore hiring for founder-led clients
Sourcing and placing offshore staff directly, against each client's specific requirements.
Before
No structured way to hire reliably across a twelve-hour timezone gap — the industry norm is resume-shopping and hoping the interview was enough signal.
What I built
A Topgrading-based hiring process — chronological interviews and scorecards defined before sourcing — run directly for each client's role and requirements.
Key outcomes
- Sourced and placed offshore hires for clients across the US, UK, and Australia
- Built the Topgrading hiring discipline now used on every offshore engagement at Consultantise
E-commerce services agency
EOS and automation installed into internal operations and accountability in year one.
Before
No accountability structure connecting daily execution to company priorities, so efficiency lagged and growth stalled.
What I built
A full EOS implementation paired with automation of the repetitive internal workflows behind it, so the new rhythm didn't run on manual reporting.
Key outcomes
- Operational efficiency up 30% within the first year
- Hit its full-year revenue target for the first time under the new structure
Marketing & call center agency
Automation across internal call center operations and client-facing marketing delivery.
Before
Call center support and client delivery both ran on manual processes, capping how much work the team could take on.
What I built
Bots covering call center support workflows, plus automation behind the SEO and marketing services the agency delivers to its own clients.
Key outcomes
- Call center support workflows automated end to end
- Automation extended into client-facing SEO and marketing delivery
What every engagement had in common
The pattern underneath the results.
The same person diagnosed the problem and built the fix — no handoff to a separate delivery team.
Operating cadence was installed before any tooling was built.
AI and automation were used to remove work, not to look impressive in a deck.
Every engagement ended with a clear handoff so the client was not dependent on me forever.