I advise founders and mid-market executives whose operations have outgrown how they run — from startups with the hardest problems and not enough hands, to established teams straining under their own growth. I codify how the work actually gets done, align the teams around it, and deploy AI where it genuinely removes work — so growth becomes a system instead of a strain.
The team is usually strong. What is missing is the operating architecture around it: the processes, ownership, handoffs, and sequence of decisions that let the business run without heroics.
The problems repeat across industries. Delivery depends on a few heroic individuals. Handoffs have no owner. The process lives in someone's head, so it can't be measured, staffed, or automated. Leadership sees the misses but not the machine producing them.
The better question is rarely "who dropped this?" It's: can this operation be seen, run, staffed, and repeated — by design rather than by memory?
I spent close to two decades inside enterprise delivery — leading implementations at some of the world's largest financial institutions, standing up PMOs from nothing, and taking underwater programs back to profitable. The education came from the parts no one sees in the status report: scope, staffing, margin, and the cost of undocumented process.
Those lessons were expensive, which is why the advice has weight. Some clients call it fractional operations leadership. I think of it as an operator-for-hire: direct, practical, and close enough to the work to call what needs to be called.
About Tanya →Engagements led through prior vendor-side implementation and delivery roles, spanning financial services, SaaS, corporate retail, and pension & benefits administration.
Senior operating capacity without the full-time hire. For businesses that need the machine run — and made visible — while it's being rebuilt.
Tribal knowledge turned into documented, repeatable systems. For teams where the process exists — but only in people's heads.
Agents and automation built on codified process — so the technology compounds the operation instead of concealing it.
Every sector has its own language, but the work is consistent: make the operation visible, codify what works, automate what shouldn't need a human. The point is to find what has to hold in each one.
A structured working engagement for executives who suspect the operation is the ceiling. We map how work actually moves through the business, find where it stalls, and leave you with a sequenced set of fixes — codify first, automate second — you can act on immediately.
Interviews, walkthroughs, and an honest read of how work really moves — not how the org chart says it does.
The unowned handoffs, undocumented decisions, and single points of failure costing the business momentum.
A prioritized roadmap: what to codify, what to automate, what to staff, and in what order.