Best fit after product-market fit, when the complexity has outgrown founder-led execution and a full-time COO is more than the company needs.
You are in the middle of work you hired people to own, and the company waits on your calendar.
Every function is wiring up its own AI workflows and none of them connect, so the customer feels the seams.
Things ship because specific people push them through, not because the system produces them. That does not survive the next two hires.
The work that spans teams is the work that slips, and everyone assumes someone else has it.
Most AI investment is not paying off, and the reason is not the technology. BCG finds 60 percent of companies get hardly any material value from AI despite substantial investment; their 10-20-70 rule puts 70 percent of the effort on people and processes. That 70 percent, in how the work gets done, is what I build: one operating system that grows with the company.
Where the system starts.
Before product-market fit the company should run on your judgment and your speed; the system's job is to amplify you, not replace you. I help you build your personal AI operating system: the context, the workflows, and the decision support that buy back hours while you find the fit. The lighter build, similar to the one I run my own practice on.
Founder OS: Foundation, the setup offer →Where founder mode becomes CEO mode: post-PMF, when you are scaling past yourself.
The founder-to-CEO shift made concrete: a planning and decision cadence that frees your calendar, thought partnership on the calls only you can make, and a personal AI operating system that buys back time for what only you can do. You stop being the bottleneck and start running the company instead of firefighting.
The same system, scaled across your teams.
The system the whole company runs on. Planning and execution rhythm with KPIs, decision rights and accountability so every piece of work has an owner, onboarding that keeps talent quality high as you grow, and AI workflows that connect across functions. The company runs well without you in every decision.
Every stage starts the same way: with the strategy pressure-tested, because operating systems built on shaky strategy do not compound. If you sell into enterprises, that includes your ROI case. Enterprise buyers decide on ROI framed their way: risk, cost, time to value, proof. I have sat on the enterprise side, so I know what that buyer needs to see and how to show it.
Every engagement is scoped to your context. The three below are starting shapes, not menus. I also take on interim operations leadership: holding a named operations title inside a company on a full-time basis for a finite period, typically three to six months.
A 30-minute call to surface where your operating system is most fragile. No formal prep needed. If we both want to go deeper, the sprint below is the next step: fixed scope, a finish line, and a first session that delivers something usable in its own right.
You want one stage of the operating system built with you, to a fixed scope and a finish line, before committing to a longer engagement. Founder OS sets up your personal system; CEO OS adds the cadence the company runs on; Team OS scales it across your teams.
One stage, built with you. Three flavors; the first session sets which one and what is in scope:
You need a senior operator embedded in your team to design and run the operating system through a scaling inflection point. Not ready for a full-time COO hire, or you want to de-risk before committing to one.
Scope is co-designed with you. We pull from the system as needed:
You have a capable operator in the seat and want a sparring partner with a diagnostic eye, a facilitator for key planning sessions, or a coach for specific leaders.
Advisory across the same system, delivered through weekly 1:1s:
A through-line from company strategy to quarterly goals to weekly execution.
The work around each decision comes off your week: the brief before the meeting, the follow-up after it, the update drafted from what you already decided. Hours back, in your own account, and the decisions stay yours.
The decisions that need your judgment stay with you. The ones that never needed you, and the work around all of them, move to the system. You get back the time for what only you can do: sell the vision, lead, shape the culture, stay close to customers.
Predictable execution cadence. Fewer fire drills. Faster decisions. Real-time dashboards that surface problems before they become surprises.
Stronger operating muscle in your leadership team after the engagement ends, not a 40-page binder that sits in a drawer.
Founder mode is right before product-market fit: the company runs on your judgment, your speed, your standards, and it should. Post-PMF, that stops scaling. The complexity of the business outgrows founder-led execution, and every real decision still routes through you.
I work with one or two CEOs at a time. Bain strategy rigor, startup scaling reps (Kidaptive, Wrike, BetterUp), enterprise-scale operating muscle (ServiceNow, Workday, EA). I pressure-test the strategy, design the operating system, and tell you what your team will not.
One question under twenty years of different titles: how do you design the systems and rituals that let people do their best work. Same question, with agents in the room.
Every seat on the operating stack: strategy, product, customer success, COO. I design the whole system because handoffs are where companies bleed velocity.
Your leadership team is optimizing to keep you happy. Your directs are optimizing to keep their jobs. I am optimizing for you not to get blindsided.
Built on Claude in 2026, it has run the practice from day one. Founder OS is the lighter build of it. See how it works →
Genia was invaluable in helping me drive to a compelling strategy for our early stage startup. In one month, she delivered deep strategic analysis, examining our market and proposing four clear strategic bets, all grounded in thorough independent research and her strategic toolkit. She brings a rare combination of strategy rigor and operational understanding. I'd recommend her to any founder navigating complex strategic and operational decisions.
Strong operators make execution run smoother. The best ones also make the strategy itself sharper. Genia is in that second category. If you're a CEO or CPO evaluating fractional ops leadership, Genia is the person to bring in. Someone who will sharpen your strategic thinking and build the operating model to bring it to life.
We brought Genia in to build operational rigor into our R&D organization. When it came time to execute major product launches, the foundation she built is what made them possible. We went from releases the field struggled to explain to launches that created real market momentum, with R&D and GTM finally moving together. Genia also tells you what you need to hear, not what you want to hear. That's organizational courage. Easy to describe, hard to find. Whoever brings her in next will move faster because of it.
What Genia built for the Platform BU was foundational to our overall success. She built the entire operating infrastructure from scratch: integrated planning, budgeting, QBRs, strategy reviews, and an analytics function with real-time KPI dashboards that gave the BU the visibility and discipline of a standalone business. The Platform BU went on to become the fourth pillar of ServiceNow's company strategy and a $1B+ business. That trajectory required an operating foundation that could scale with it. Genia built that foundation.
First step is a 30-minute call to see whether we are a fit. If not, I will point you to someone who is.
Not ready for a formal engagement? I keep room for a few founder advice calls each month. Send a note about the specific question and I'll let you know if I can help.