Fractional COO for growing companies in the Czech Republic
I help owners adapt operations as their company evolves.
When a company grows or changes, the original setup often stops being sufficient. Together we adjust how the business operates so that it reflects the stage it has reached.
Operations must grow with the business
The company is growing. Projects are coming in. The numbers make sense. Yet you feel that managing the business now requires significantly more personal involvement.
Things that used to run smoothly now take more of your time in day-to-day operations. Not because something is wrong, but because the company has moved to the next phase.
Most owners started their company with a vision of freedom and independence. Over time, however, they paradoxically became its busiest employees.
At a certain stage of a company’s development, it becomes necessary to bring structure to places where improvisation used to be enough.
This means clarifying roles and responsibilities, setting priorities, building clear reporting, gradually establishing middle management, and standardising key processes.
This ensures the company doesn't stand on the founder's personal effort, but on a clear system that returns the freedom for which they originally started the business.
How I help company owners
I work as an External Chief Operating Officer (Fractional COO). I typically collaborate with companies of 20–100 people for a limited time and on a fractional (part-time) basis – at the moment when the company has grown or changed and the current way of working no longer matches its size and complexity.
I become part of the company’s operations and work directly with the owner and key people in the business. Not as a coach or external advisor, but within the everyday reality of the company - where decisions are made, coordination happens, and operational limits become visible.
I help set up company operations so they stop being dependent on the owner's presence. I build a framework where things have order and people have responsibility.
The owner gains senior operational leadership without a long-term personnel commitment and without burdening the company with a role that only makes sense at a later stage of its development.
I do not enter as a crisis manager or temporary replacement. I do not take over management from the owner or come to 'put out fires'.
When an external COO makes sense
When chaos grows faster than structure. When the environment starts to frustrate precisely the capable people the business relies on. When the company is no longer small but not yet truly managed. And when, at the moment it should be giving the owner more freedom, it begins to tie them down even more.
An external COO is a bridge between organic growth and a mature, manageable structure, helping the company grow into a way of operating that matches where it has moved.
At a certain stage, it isn't strategy or talent that is missing, but daily operations. Decisions and responsibilities remain in people's heads instead of in a clear system.
How the collaboration works
The collaboration begins with a diagnostic phase, where I speak with the owner and the team, observe how the company actually operates, and identify the areas where the greatest friction currently arises. The outcome is a clear picture of what is slowing the company down and a proposal for the next steps.
This is followed by regular engagement, typically one to three days per week. I am physically present in the company or available remotely, participate in key decisions, and work with the owner and the team on establishing a system in which things have their order and people have their responsibility.
I describe exactly what the role of an external COO entails in more detail on the website fractionalcoo.cz.
Who am I?
I have served as Chief Operating Officer, Managing Director, and executive team member in companies of different sizes and stages of development. I co-founded two companies and helped build them from the ground up. I have worked in Czech companies as well as international corporations, in startups and in long-established businesses.
Over the years I have led teams of more than 60 people directly and carried operational responsibility for more than 400 people indirectly across the Central and Eastern European region. This experience has given me insight into managing both local operations and more complex structures across markets and cultures.
My strength is operational management – the ability to bring order to things and connect people, processes, and tools so that the company functions as a whole, not as a collection of improvisations. I spent seven years of my professional, academic, and personal journey in Australia and the United Kingdom. These experiences significantly influenced my approach to work and leadership: it is straightforward, practical, and results-oriented. I don't like unnecessary theories or universal models – every company has its own reality, and it deserves its own solution.
Today, I work as an External Chief Operating Officer (Fractional COO). I help business owners adjust their operations so they are not dependent on their daily personal presence, but on a clear framework, responsibilities, and processes.
More detailed professional history can be found on my LinkedIn profile.
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