About
Operations built to hold up under growth, not just look good in a deck
Most operating model problems surface only after a company has already outgrown them — during a fundraise, a leadership transition, or a push into a new market. I work directly with founders and COOs to redesign the systems underneath the org chart: decision rights, reporting lines, and the handful of processes that actually determine execution speed.
Engagements are deliberately narrow in scope and heavy on implementation — I stay through the rollout, not just the recommendation.
Trusted by operating teams at
(Placeholder marks — swap in real client logos, with permission, when this goes live.)
14+
Years in practice
60+
Engagements led
$680M+
Capital repositioned
94%
Client retention rate
Process
How an engagement runs
Discovery call
A 30-minute unbilled conversation to understand the problem and confirm fit before anything is scoped.
Diagnosis
Two to three weeks mapping decision rights, reporting lines, and where execution is actually breaking down.
Redesign
A revised operating model, sequenced for rollout — not a slide deck that sits in a drive folder.
Rollout
Embedded through implementation, adjusting as the organization actually responds to the change.
Core Expertise
Where I add the most value
Operating Model Design
Restructuring decision rights, reporting lines, and team boundaries around how the business actually runs.
Process Simplification
Cutting approval chains and reporting cycles down to what leadership genuinely uses.
Scale Readiness
Preparing operations for headcount growth, new markets, or post-raise scrutiny.
Interim COO Support
Embedded operating leadership during transitions of six months or longer.
Past Experience
Selected case studies
Veldon Logistics — 4-market group, post-merger
2025Challenge
Duplicate approval layers after a four-country merger were slowing every regional decision.
Approach
Mapped every decision point, then consolidated overlapping sign-offs into one regional authority model.
Result
−48% approval layers, decision time cut from 11 days to 4.
Astra Fintech — 220 employees, Series C
2023Challenge
No shared operating cadence — teams set goals independently with little cross-visibility.
Approach
Designed and rolled out a quarterly OKR framework tied to one leadership review rhythm.
Result
Framework carried the company through its Series D raise intact.
Fernmark Group — family-owned manufacturer
2021Challenge
A founder transition left the operating team without a clear interim leadership structure.
Approach
Served as interim COO, stabilizing reporting lines while the successor was onboarded.
Result
Clean handover after 9 months, zero leadership gaps.
Testimonials
What clients say
"Peggy didn't just diagnose the problem — she stayed until the new structure actually worked. Our decision speed hasn't slipped since."
"The clearest operating model work we've had. Our board still references the framework she built two years later."
FAQ
Common questions
How long do engagements typically run?
Most run 8 to 16 weeks, with interim leadership engagements extending to 6–12 months depending on scope.
How does pricing work?
A fixed project fee for defined-scope work, or a monthly retainer for interim and ongoing advisory roles. Pricing is confirmed after the scoping call, never before.
What happens after the intro call?
A short written scope and fee proposal within 3 business days — no obligation to proceed.
Do you work with early-stage startups?
Occasionally, post-Series A once there's a team large enough for operating-model problems to actually bite.
Contact
Start a conversation
Most engagements begin with a short, unbilled call to confirm there's a real fit before anything else is discussed.
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