Fractional COO · London & globally remote

I run the parts of your company you haven't got time for.

Founders bring me in to run the operational side of the business, and to make their finances make sense, so they're not losing the week to admin or squinting at a spreadsheet they don't quite trust. A good chunk of the job is translation: turning the numbers back into plain English you can make decisions on.

Currently COO at
  • Zack D. FilmsYouTube top 20
  • Perell MediaMedia
  • PlurifyBiotech

Good operations are like a heart. When they're working, nobody gives them a second thought. You only really notice them when they stop.

Most founders come to me when the way they're holding the company together has quietly stopped keeping up with the company itself. Too much busy ops, not enough business ops. Sorting that out, and handing you back your week, is the job.


What I do

A COO's job, a day or two a week, for as long as you need one.

01

Get the day-to-day out of your head

Right now a lot of how the company runs lives in your inbox and your head. Left there it quietly turns into operations debt: the small shortcuts that compound until something gives. I move it into systems and a sensible operating rhythm, so things keep happening when you're not looking, and so the next person you hire has something to step into.

02

Make the numbers make sense

Cash, runway, what's actually making money and what isn't. Think of me as a translator between you and your accounts: I get the finances into a shape you can read at a glance and trust, so the big decisions stop feeling like guesses. No jargon, and no being made to feel daft for asking.

03

Sort out the team and how it works

Who does what, who you hire next, and the handful of rituals that keep people pointing the same way. I've built teams across three continents and run rooms full of people who didn't agree; I'm comfortable with the awkward conversations.

04

Run the sessions that need running

Strategy days, offsites, the planning meetings everyone dreads. I'm good in front of a room, so I can take the agenda off you and make sure the day actually goes somewhere instead of round in circles.


Where I've worked

Companies I'm operating in now, and ones I've run before.

Zack D. FilmsCOO, a YouTube channel in the global top 20 by viewsSince 2025
Perell MediaCOO, founder-led media businessSince 2025
PlurifyCOO, a stem-cell biotech in CambridgeSince 2024
Write of PassageCOO, online education2022–24
DecodedFrom facilitator to global COO over nine years; opened the Sydney and Hong Kong offices2013–22
Cascade EventsFounder & MD, ran it for twelve years2008–20

I also sit on the advisory board of Health Data Research UK, helping make sure patients and the public get a real say in how their data gets used. And I've given the better part of twenty years to St John Ambulance, as an emergency medical technician, area manager and regional LINKS lead. It's where I learned to stay calm when things are genuinely on fire.


A bit about me

Twenty years of making organisations actually work.

I've had what a friend once called a Nessa career (Nessa being the character in Gavin & Stacey whose throwaway asides reveal an impossibly long back-catalogue of past lives). I catch myself saying "back when I was embedded at Qantas", or "the time I ran a global offsite for Visa", or "in my marquee days", rather more than is strictly dignified. The thread through all of it is operations. I'm the one who quietly makes the thing actually happen.

At the louder end that meant live events: music shows for fifteen thousand people, where the plan meets reality at eight o'clock whether you're ready or not. I ran my own events company for twelve years, then spent nine at Decoded, an education business, going from running the odd workshop to being its COO and opening the Sydney and Hong Kong offices. There's an economics degree from UCL and a spell at Merrill Lynch in there too, which is why the finance doesn't faze me.

Away from work I'm a bit of a masochist about endurance sport, and I have an entirely unironic love of model trains. Make of that what you will.

These days I do the operations job part-time, for a few early companies at once. You get someone who has genuinely run things, without a full-time hire, and without the day you outgrow the help, because by then it's built to carry on without me.


Writing

I write Chris on the Web: musings on operations, the numbers behind them, and the odd milk float.

All posts on Substack →


Get in touch

If your company has outgrown the way you're running it, let's talk.

No deck, no hard sell. Tell me what's eating your week and I'll tell you honestly whether I'm the right person for it. And if I'm not, I probably know who is.