Fractional COO Leadership for Performance, Scale, and Change
LUKE252 Advisory works alongside CEOs and leadership teams to stabilize performance, strengthen accountability, and build the operating structure needed for growth, turnaround, or acquisition.
Whether the business needs embedded fractional leadership, a focused operational transformation, or M&A support, the engagement is shaped around the situation—not forced into a predetermined model.
Start with a focused 30-minute conversation about what is happening in the business, where the greatest operational pressure exists, and whether I am the right fit to help.
Fractional COO Leadership
Embedded executive leadership for CEOs of established consumer-product companies that need stronger operational direction, cross-functional alignment, and accountability without immediately hiring a full-time COO.
When customer commitments are being missed, costs are rising, and the same problems keep returning, the issue is rarely confined to one function. Sales, marketing, finance, customer service, and operations may all be working hard but from different information, priorities, or assumptions.
I work alongside you and your leadership team to establish the operating priorities, connect decisions across functions, and lead the work required to improve performance. The result is a more reliable and profitable operation—and more time for you to focus on customers, strategy, growth, and the overall business.
WHAT’S INCLUDED
More reliable performance information and executive visibility, so you can understand what is happening and make decisions with confidence.
Stronger fulfillment, inventory, cost, margin, and working-capital performance by addressing the underlying causes across the business.
Clearer priorities, decision rights, and accountability that help the leadership team sustain results without constant CEO intervention.
Typical engagement: Six to twelve months, with the time commitment tailored to the scope—from focused CEO advisory to more embedded leadership with the broader team. Scoped advisory, diligence, and integration work varies by situation.
Operational Transformation and Scale
Hands-on operating leadership for companies that need to stabilize performance, restore control, or build an operating model capable of supporting continued growth.
When problems repeat across inventory, fulfillment, cost, customer service, or cross-functional execution, isolated fixes rarely hold. I work with the leadership team to diagnose the underlying causes, stabilize critical performance, create reliable visibility, clarify ownership, and strengthen the processes and operating rhythms behind execution.
The goal: Not simply to correct today’s problems, but to build an operation that performs consistently as the business grows or changes.
WHAT’S INCLUDED
A clear operating assessment and prioritized plan tied to customers, margin, cash flow, and risk.
Stabilization of the most urgent performance gaps and recurring execution failures.
Stronger KPIs, decision rights, accountability, and cross-functional operating cadence.
Process, capacity, and organizational improvements designed to support the next stage.
M&A Operational Diligence and Integration
Operational support for CEOs, investors, and leadership teams that need a clearer view of operating risk before a transaction or stronger execution after it closes.
Financial diligence can show what a business has produced, but it may not show whether the operation can reliably support the investment thesis or growth plan. Inventory exposure, capacity constraints, weak reporting, customer-service risks, dependence on external partners, and unclear accountability can materially affect what happens after closing. I bring an operator’s perspective to identify what is manageable, determine which priorities should shape the integration plan, and help leadership stabilize execution.
The goal: A transaction supported by realistic operating assumptions and a combined business prepared to perform.
WHAT’S INCLUDED
A clearer understanding of the operational risks, constraints, and capabilities that could affect the transaction or transition plan.
Prioritized integration decisions that protect customers, employees, cash flow, and day-to-day performance.
Greater stability after closing, with clearer ownership, better visibility, and an operating agenda the combined leadership team can execute.
Focused Operational Advisory
Focused executive guidance for CEOs and leadership teams facing a specific operating decision, performance problem, or improvement initiative that does not require an embedded fractional COO.
Sometimes the business doesn't need another executive involved in weekly operations; it needs an experienced operator to help leadership get to the truth and choose the right course. You may be evaluating a 3PL or other operating partner, working through rising costs, reconsidering your operating structure, or preparing to make a significant investment. I help you separate symptoms from root causes, challenge assumptions, and evaluate the operational and financial consequences of the available options.
The outcome: A clearer understanding of the issue, the decisions you need to make, and the most practical path forward.
WHAT’S INCLUDED
A clear diagnosis of the issue and the priorities most likely to improve the outcome.
A candid, independent perspective that connects the operating decision to customers, margins, cash flow, and future plans.
A practical course of action that your leadership team can execute internally or use as the starting point for deeper support.
How an Engagement Works
PHASE 2
Create Visibility and Accountability
Once we contain the immediate issues, we develop reliable performance information, meaningful KPIs, and a consistent operating rhythm. Priorities, responsibilities, decision rights, and escalation channels become clearer so sales, marketing, finance, customer service, and operations can work from the same plan.
PHASE 1
Diagnose and Stabilize
We begin by getting a clear view of how the business is performing, where execution is breaking down, and what is driving the most urgent problems. Together, we set priorities based on the effect on customers, margins, cash flow, and business continuity. We address urgent risks first so the organization can move forward from a more stable position.
PHASE 3
Optimize, Sustain, and Scale
With the business aligned around the right priorities, we improve the processes, costs, capacity, systems, organizational structure, and external partnerships affecting performance. The leadership team builds the new operating discipline into its routines so improvements can be sustained as the business grows or changes.
By the end of the engagement: You have stronger performance, clearer visibility and accountability, a better-aligned leadership team, and an operating model prepared to support the company’s next stage.
Who I Work Best With
LUKE252 Advisory is best suited for established businesses that need an experienced operator who can move between strategy, leadership, and execution.
CEOs, founders, and owners whose businesses have become more complex than their current operating structure.
Consumer-product companies facing margin pressure, service problems, or recurring execution breakdowns.
Larger organizations navigating a defined transformation, turnaround, leadership transition, or integration.
Leadership teams committed to making meaningful operational improvements.
Companies preparing to scale, enter new channels, strengthen profitability, or reduce execution risk.
Owners, buyers, investors, and boards preparing for an acquisition, sale, or post-close integration.
The strongest engagements: Leaders welcome an objective executive perspective, provide access to the right information and people, and are prepared to act on what the business requires.
Who This Is Not For
01
Early-stage businesses still proving their model or primarily seeking basic project support.
02
Leaders looking for another report, an extra pair of hands, or a single-function fix while the broader business remains disconnected.
03
Organizations unwilling to share information, make difficult decisions, or hold leadership accountable for following through.
Let’s Strengthen the Operation Behind Your Business
If operational challenges are limiting performance, profitability, or your next stage, let’s identify where the greatest pressure exists, what needs to change, and whether I’m the right fit to help.