How I can help

Your business has grown. The way work gets done needs to catch up.

I work with founders and Operations leaders to fix how work is planned, handed over, tracked and improved. That can mean solving one defined problem or helping build a stronger operational foundation across the business.

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Cinzia Ruggeri writing notes while reviewing work on her laptop.

The immediate problem is rarely the whole problem.

A missed deadline may point to unclear ownership. A messy client handover may expose a workflow nobody has fully mapped. A founder who is answering every question may be compensating for missing information, weak decision boundaries or a system the team cannot rely on.

I help you work out what is actually causing the problem, then build the practical changes needed to address it.

The work can be narrow or broad. It may focus on one workflow, a cross-functional project, the way a team plans and follows up, or the Operations function itself. I do not force every situation into the same package.

01 · Execution and accountability

Work should not need a permanent chaser.

Projects often stall for ordinary reasons: nobody is sure who owns the next decision, priorities compete, dependencies are missed or a problem has no clear route for escalation. The usual response is more follow-up from the founder or manager. That may get the work moving today, but it does not fix why it stopped.

I can help create clearer structures around:

  • Ownership and decision responsibility.
  • Priorities, deadlines and dependencies.
  • Project setup and cross-functional coordination.
  • Planning, review and follow-up rhythms.
  • Escalation paths and handling blockers.
  • Expectations, measures and accountability.

I may step into execution for a period to understand the work, lead an important initiative or stabilize something that is already struggling. The aim is to leave a better way of running the work, not make ongoing progress depend on me asking for updates forever.

02 · Processes, workflows and systems

Fix how the work moves, not just where it is stored.

The team may already have project-management software, documents and automations. That does not mean the underlying workflow makes sense. People may use the same tool differently, handoffs may lose context and important knowledge may still live in private messages or in one person's head.

I can help with:

  • Mapping how work happens now and where it breaks down.
  • Redesigning workflows and handoffs.
  • Creating useful SOPs, playbooks and working documentation.
  • Establishing a clearer source of truth.
  • Improving how tools such as Asana, Notion or Airtable are used.
  • Removing unnecessary steps and repeated manual coordination.
  • Identifying automation opportunities and designing what should happen.
  • Coordinating technical implementation when specialist support is needed.

The process should make sense before it is automated. Documentation should help somebody do the work, not exist only so the company can say it has documentation.

03 · Operations build-out and handover

Build the function so someone inside the business can own it.

Some companies need more than a single workflow fixed. They need the basic structure of an Operations function, or they need to improve one that has developed unevenly as the company grew.

For a broader engagement, I may diagnose what is happening, design and implement the operating structure, document it, test it with the team and transfer ownership to someone inside the business.

That can include helping define the internal role, supporting the hiring process and training an Operations Manager or Coordinator to run the system day to day. My involvement could then reduce to occasional advice or help as the system evolves.

There is no fixed transformation package or standard timeline. What makes sense depends on where the business is starting, what needs to change and who will own it afterwards.

DiagnoseDesignBuildImplementDocumentTransferAdvise

What an engagement can look like

You do not need to arrive knowing which service label fits. We can start with what is happening and what needs to change.

An engagement might be:

Scope, responsibilities, timeline and working model are agreed around the actual operational problem.

How I work

Start with what is really happening

I want to see how the work is being done now, not how the process is supposed to work on paper. That usually means reviewing the relevant tools and documents, speaking with the people involved and following information through the workflow.

Be hands-on where it helps

I do not want to stop at a list of recommendations. Where the scope calls for it, I can design the new way of working, set it up, document it and help the team start using it.

Match responsibility with authority

If I am responsible for improving an outcome, I need enough access and authority to address the process, expectations, ownership or tools behind it. Responsibility without the ability to change anything is not a workable engagement.

Use meetings for work that needs them

Discovery, process mapping, workshops, decisions and reviews often benefit from live conversation. Routine updates do not always need another meeting. I work async-first and use shared systems and written communication to keep the work visible between calls.

Leave an internal owner

A new process needs somebody inside the business who can run it, maintain it and notice when it needs to change. Good Operations should reduce dependence on constant intervention, including mine.

Experience behind the work

I spent six and a half years inside a growing remote online business, moving from client-facing work into team leadership, Operations, product and technical Operations.

That experience included building SOPs and workflows, introducing KPIs and reporting, coordinating across business and technical teams, hiring and onboarding, capacity planning, overseeing work across more than 50 clients and leading 12 direct reports.

It also showed me where systems fail in practice: when they ignore how people actually work, when responsibility is unclear or when the person holding everything together becomes the system.

More About Me
12Direct reports led
50+Clients overseen

Who this is for

This work is mainly for founder-led online businesses and startups that are building an operational foundation or finding that the old way of working no longer holds up.

It is likely to be a good fit when:

  • The business has enough people, clients, projects or moving parts that informal coordination is causing problems.
  • The founder or Operations leader wants to delegate and is willing to change how the work is run.
  • The people commissioning the work can provide the access and authority needed to address the cause, not only the symptom.
  • The team is open to documenting decisions, using shared systems and taking ownership of the new way of working.

Remote-first and distributed companies are a natural fit, but location matters less than the ability to collaborate well and make decisions within a reasonable timeframe.

I am not the right fit for Executive Assistant work, repetitive administration, permanent task chasing, responsibility without authority or specialist legal, accounting, HR-compliance or automation-engineering work.

Tell me what is getting stuck.

The booking process begins with a short qualification form about the business, the problem and why you are looking for help now. Once you submit it, you will be taken to the scheduling calendar to choose a time for a discovery call.

You do not need to diagnose the whole operation before getting in touch. A concrete example of what is not working is enough to start.

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