Case Studies - COO as a Service

 A fast-growing SaaS company in the cell and gene therapy supply chain space struggled to scale customer implementations. Time to value was too long, delivery quality was inconsistent, and resource allocation lacked transparency - all critical risks in a highly regulated, patient-impacting domain.

Role:
I led delivery operations end to end with responsibility equivalent to a fractional COO, accountable for execution predictability, quality, and organizational scale:

• Operating model: Established clear ownership, delivery standards, and governance across the full implementation lifecycle.

• Predictable execution: Introduced capacity management and resource planning systems to create transparency and stabilize throughput across all customer programs.

• Integrated quality: Implemented defect prevention and regression tracking as part of the delivery system, preventing over 100 potential customer-impacting defects during a major platform release.

• Time to value acceleration: Streamlined hand-offs and execution cadence from intake through go-live across complex, multi-stakeholder implementations.

Result:

• 100% of programs initiated under the new operating model went live on time, within budget, and at quality.

• Significant reductions in time to value and measurable improvements in customer satisfaction.

• Built a scalable, trusted delivery engine that supported continued company growth in a highly regulated market.

 A European consulting firm specializing in digital transformation for Pharma, Biotech, and Medical Devices wanted to expand into the U.S. market. Success required more than early sales - they needed an operating model that could scale delivery, protect quality, and build credibility with enterprise clients.

Role:
I joined as U.S. General Manager, accountable for revenue growth, delivery execution, and organizational scale.

• Operating model design: Established clear decision rights, delivery governance, and execution cadence to support complex, multi-stakeholder programs.

• Revenue to delivery alignment: Led go to market execution while ensuring delivery capacity, quality, and risk management kept pace with demand.

• Scalable team build: Recruited and led the initial U.S. delivery team, putting performance management, utilization discipline, and quality controls in place from day one.

• Operational infrastructure: Designed repeatable delivery processes, digitization roadmaps and governance frameworks that drove efficiency and innovation for clients.

Result:

• Achieved several million dollars in revenue by the second year.

• Delivered multiple enterprise digital programs, establishing long-term client trust.

• Built a scalable foundation for the firm’s U.S. business, proving a repeatable growth model rather than a one-off expansion.

A project delivery organization serving a demanding pharma customer base needed to improve delivery efficiency while continuing to grow revenue and maintain strong client relationships. With a large active portfolio, success required clear leadership, operational discipline, and scalable delivery practices.

Role:
As Head of Projects, I owned portfolio delivery and performance across 12 key customers, with accountability for execution quality, efficiency, and revenue expansion.

• Portfolio execution: Established delivery standards and operating rhythms to improve predictability across multiple concurrent programs.

• Revenue through delivery: Integrated upsell and expansion opportunities into ongoing delivery and support engagements.

• Team performance: Led and developed a team of 15, improving accountability and consistency across the portfolio.

• Operational discipline: Introduced processes to stabilize throughput and reduce delivery friction at scale.

Result:

• Exceeded revenue and efficiency targets by more than 25% in consecutive years.

• Strengthened long-term customer relationships through consistent execution.
  
  

• Built a delivery organization capable of sustaining growth without sacrificing operational discipline.