Fractional COO for data-heavy startups & scale-ups

Your company has grown. The way it's run hasn't caught up yet.

I help founders run their company on clear metrics, reliable processes and practical AI, so the business keeps moving without every decision going through you.

Book a call

Does this sound familiar?

You're still involved in most day-to-day decisions, and it's become the bottleneck.
Processes and team structure were designed for a company half your size.
Your leadership meeting spends more time debating whose numbers are right than deciding what to do.
Decisions get made, then quietly disappear before the next meeting.

That's the gap I fill.

What I do

Fractional COO for founders of digital startups, scale-ups and mid-sized companies, 20–200 employees, mostly across Europe and the US.

I come from data, growth and technology, which shapes how I work as an operator: I start from the numbers that actually drive the business, then build the routines and processes around them.

Three things I typically put in place:

An operating rhythm

A leadership review that runs on a short scorecard, one owner per number, and decisions that get followed up. More on the method in The Weekly Business Review.

Numbers with a lever

Metrics each team can actually move, with one shared definition each, so the leadership team stops arguing about the figures and starts acting on them.

Processes that hold without you

Written processes, clear ownership and the right first hires, with AI taking over the repetitive work (meeting notes, follow-ups, reporting) once the process is clear.

At the executive table — 52 Entertainment

VP Data and member of the executive committee, across 8 business units.

250employees

€140Mrevenue

8business units

2 → 10team scaled

Several businesses with different models, one leadership team that had to read them all.

A seat on the executive committee's leadership meeting, every two weeks, alongside the CEO, CFO and COO
A monthly review with the management team of each business unit (VP, marketing, product)
Moving the board from one "company revenue" view to the levers of each business, such as margin and ROAS for paid acquisition
Building the reporting the company ran on, and the team that maintained it

The hard part wasn't producing the numbers. It was getting each management team to agree on which ones they could actually move, and to own them.

Where my operating experience comes from

I haven't held a COO title. I've spent 15 years in roles that sit next to it, and that's the experience I bring:

VP Data, 52 Entertainment: executive committee member, working with product, marketing, finance and leadership across 8 business units.
Head of Growth, Exoty: ran acquisition, marketing and business development.
CTO, Okédito: ran technology and delivery for a web agency.
Founder, Amani Labs: running every function of a small product studio, with written processes and AI agents doing much of the operational work.

How engagements work

Operating-rhythm sprint	4–6 weeks, fixed scope: scorecard, leadership review and follow-up loop set up, then handed over to your team
Part-time fractional COO	1–2 days a week, ongoing: running the operating cadence alongside the founder
Advisory retainer	A few hours a month: reviewing the scorecard and the leadership meeting, and a sounding board for the founder
Mode	Remote-first, on site when it matters
Rate	Depends on scope — we'll cover it on the call

The sprint is a good place to start: it's the fastest way to see whether we work well together before committing to more.

Let's see if this is a fit

A few questions so we can make the call useful — this isn't a mailing list signup.

Prefer email? jice@lavocat.name · LinkedIn

Just want to fix the leadership meeting? → AI-assisted leadership meetings

Looking for a data leader rather than an operator? → Fractional Head of Data, Analytics & AI