A company that
runs without you.
And keeps growing
I read the numbers, build the management system and put AI agents inside your processes: sales, support, reporting. I answer for the result, not for the work done.
Book a call
Sound familiar?
I didn't build a business, I built myself a stressful job.
The company rests on me, and I'm the only one who sees the whole of it.
Cases
What was built and what is still running today.
Results depend on the business and execution; no numbers are guaranteed.
How we work
Five steps. Each ends with a result that stays with you, and each can be taken on its own.
free
We find the one constraint the money flows through. Not ten tasks — one.
credited to the system
3–6 months of numbers, a team meeting, talks with the team, 10 deals by hand.
before we start
First the model and the counting rules, then roles and rhythm. Automation last.
The team works inside the system, the numbers arrive on their own. An owner's screen.
What's inside →a number moves
Agents only where they move a number. Not “implement AI” — close a hole.
A closed loop: model → team meeting → traffic light → review → decisions.
Any step can be taken on its own, and you can stop after any of them. The audit fee is credited to the system.
What you get
Five changes you can see in the numbers and in the owner's calendar within the first months of the system running.
You see what makes money and what eats it. Prices, discounts and priorities are decided by the numbers, and profit grows where you control it.
Manual reporting, correspondence and control move into the system. The freed hours go into growth, not into another salary.
Lost orders and leaving customers get caught before you hear about them. The base belongs to the company: a manager leaves, the clients stay.
Weekly plan-vs-actual by department and a predictive model: you see how the month will end while there is still time to change it.
Decisions get made without you, the team meeting is weekly, not daily. The company runs, and you find out from the report.
I've walked a similar path
Alex Boch is a fractional COO: an outside operations director who works inside a company of 5-30 people part-time, reads the numbers, builds the management system and puts AI agents into the processes. Six years of operations and marketing inside companies. The same questions you have now, I solved as my own. Here is what came out of it:
9 clubs, 1,000+ members, teams in several countries — the operations of the whole network.
Role maps, KPIs and a meeting rhythm built into the CRM.
Knowledge base, department metrics, churn zone visible a month before renewal.
The club assistant passed the owner's blind test; managers get call prompts.
Response speed and the quality of every conversation against a 7-point checklist.
Plan-vs-actual, a traffic light on every metric, the month-end forecast visible on the 15th.
Product launches, sales teams, analytics.
I answer for the result and stay on when the system is already running
Questions owners ask before the first call
What is a fractional COO?
An outside operations director who works inside your company part-time. He reads the numbers, builds the management system the team runs on and sits in your weekly meeting, without the salary of a full-time COO.
How is this different from a consultant?
A consultant leaves a report. I build the system, launch it with your team and stay on monthly. I answer for the result, not for the work done.
How long does the audit take and what do I get?
Five working days: 3-6 months of numbers, one team meeting, talks with the team, 10 deals by hand. You get a loss map in money and a task queue ranked by it. If it doesn't find losses worth at least its own price, you don't pay.
Do I have to take all five steps?
No. Each step can be taken on its own, and you can stop after any of them. The audit fee is credited to the system.
25 minutes, and you leave with a PDF naming your three bottlenecks
