Operations consulting for founder-led online businesses

Your business should not depend on you to keep every moving part moving.

I help founder-led online businesses clarify who owns what, improve how work moves between people and set up systems that show what is on track, what is stuck and what needs attention.

Book a Call How I Can Help

Cinzia Ruggeri in a black blazer, facing the camera

The business has grown. The way work gets done has not.

Decisions and approvals still come back to the founder. Deadlines slip because ownership or follow-up is unclear. Processes live in people's heads. Handoffs lose information. The team has tools, but people use them differently. Problems become visible only after they have already affected delivery, clients or capacity.

What worked with a handful of people becomes harder to manage as the business adds employees, clients, contractors, projects and new priorities.

What better looks like

People know what they are responsible for, what matters now and where to find the information they need. Managers can see what is on track, what is blocked and where capacity is running out. Recurring work does not have to be reinvented each time. The founder can step back without everything slowing down.

The goal is not more process. It is a business that is easier to understand and run.

Where I can help

I do not start with a fixed package. I start with the part of the business that is not working as it should.

Execution and accountability

Make ownership, priorities, deadlines and follow-up clearer so projects do not stall or rely on one person to keep asking what happened.

This can include project structures, operating rhythms, escalation paths and better coordination between teams.

Processes, workflows and systems

Map how work is done now, find where it breaks down and build a clearer way of doing it. That may mean fixing handoffs, documenting the parts people need, changing how a tool is used or removing manual work that adds no value.

Where automation genuinely helps, I can identify the opportunity, design what should happen and coordinate more technical implementation when needed. The process should make sense before it is automated.

Operations build-out and handover

For broader needs, I can help build or improve the Operations function and transfer it to someone inside the business.

This may include setting up how work is managed, documenting it and helping define, hire and train an internal Operations Manager or Coordinator who can run things day to day. The scope depends on where the company is now and what it genuinely needs. It is not a fixed transformation package.

Explore How I Can Help

Approach

Build it. Improve it. Stabilize it. Hand it over.

I may step into day-to-day execution to understand what is happening or steady an operation that is struggling. But the aim is not to make myself the next person everything has to run through.

Good Operations should reduce dependence on constant intervention, including mine.

Start with the real work

Before changing a process or tool, I need to see what people are doing now, where information is getting lost and why the same problems keep coming back.

Add only what helps

A process, document or control should make the work clearer or easier to manage. If it only adds another step, it is not helping.

Leave clear ownership behind

The new way of working needs an owner inside the business. Otherwise the same problem returns as soon as the person who fixed it steps away.

I have done this work from inside the business.

I spent six and a half years in a growing remote online business. I moved from client-facing work into team leadership, Operations, product and technical Operations, taking on more responsibility as the company grew.

My work included building SOPs and workflows, introducing KPIs and reporting, improving how teams planned and followed up, coordinating across business and technical teams, hiring and onboarding, capacity planning and developing AI-assisted ways of working.

What former team members said

Feedback from seven former direct reports repeated the same themes: I set clear expectations, gave direct and personalized feedback, supported people without avoiding difficult conversations and encouraged them to think for themselves.

That is what I want good systems to do: make expectations clear enough that people can make decisions, improve and handle more without waiting for someone else to give them every answer.

More About Me

12Direct reports led

50+Clients overseen

Good fit

The business has enough moving parts that informal coordination is no longer working.
The founder or leadership team wants to delegate and is willing to change how the work is run.
The work comes with enough access and authority to address the underlying problem.

Not a fit

Permanent task chasing and daily execution ownership.
Basic administration instead of operational improvement.
Responsibility without the authority to change the underlying system.

Book a Call

Has your business outgrown the way it currently operates?

Tell me what is getting stuck and what prompted you to look for Operations help now. The booking process starts with a short form, then you can choose a time.