Operator — Growth Stage — $4M–$20M ARR

Fractional COO for growth-stage SaaS and Healthcare Tech companies from $4M to $20M ARR.

I'm an operator, not an advisor. I've run the operating lifecycle, not just consulted on it — and I bring Fortune 500-level rigor to companies that can't yet justify a full-time executive hire.

You work with me. One point of accountability, not a rotating cast of consultants.

Let's Talk How the Engagement Works

The Problem

Most growth-stage companies don't fail from lack of ambition.

They fail because the operational infrastructure never caught up to the growth — founder-led everything past the point where that's sustainable, no management layer, no repeatable go-to-market motion, no real visibility into what's actually working.

That's usually the moment a board asks a hard question, a key executive leaves, margins start slipping, or a raise is coming and the numbers don't hold up under diligence. By the time it's visible from the outside, it's already been a problem on the inside for a while.

There's a founder-level version of this problem too. The instinct that built the company — be the one who solves everything — is the same instinct that caps how far it can scale. You can't be the answer to every question forever. What actually frees you up is a real second, someone who owns outcomes instead of just taking instructions from you.

Where You Are

Where are you in the scaling curve?

$1M – $5M

Founder-led everything. The question is whether you have real product-market fit or borrowed conviction, and whether acquisition is repeatable or lucky.

✕ Primary Focus

$5M – $15M

You need systems, not heroics. Management layer, repeatable GTM motion, process documentation, KPIs you can actually trust.

$15M – $40M

Specialization and leadership quality start to matter more than hustle. Forecasting discipline, margin optimization, the org chart catching up to reality.

$40M – $100M

Governance, executive alignment, enterprise readiness, capital strategy. Different game entirely.

My sweet spot is $4M–$20M ARR. Past that, most companies bring this role in-house as a full-time hire — a different problem than the one I solve. Not sure where you land? Let's talk.

How I Work

I architect the operating system and guide execution alongside your team.

I'm not a consultant who hands you a deck and disappears.

Structure

Fixed monthly retainer, not a billable-hour meter. It removes the misalignment that comes with hourly billing — I'm not incentivized to make problems take longer, I'm incentivized to solve them.

Why Not a Full-Time Hire

You get Fortune 500-level operating discipline without the fully-loaded cost of a full-time executive. Past roughly $20M ARR, most companies bring this role in-house for good — before that, you're paying for a full-time seat you don't need yet. I'm built for the stage before that line, not after it.

If the Work Outgrows One Operator

One example: digital transformation.

Most engagements stay exactly the size they start at — one operator, one point of accountability, direct execution alongside your team.

Some don't. One example: digital transformation work — evaluating, selecting, and managing the implementation of the business systems a company needs to actually modernize. That can mean project and program management, front-end and back-end development, UI/UX. When an engagement calls for that kind of build-out, I bring in vetted specialists from my own network, working under my direction inside the same engagement structure. You still have one person accountable for the outcome.

That's one example of how the scope can expand, not the limit of it. The specifics depend on what the engagement actually needs.

Proof

"Ryan has a rare ability to see both the big picture and the operational details that make or break execution. He helped us build the structure and discipline we needed to move from reactive to intentional — the kind of shift that matters most once you're past the early scramble and trying to scale deliberately."

Andrea G. SaaS Co-Founder & CEO

About

MIAMI, FL
UNIV. OF DELAWARE
SVP → OPERATOR
SAAS / HEALTHCARE /
HEALTHCARE TECH /
FINANCIAL SERVICES /
INSURANCE

A year ago, I was let go from an SVP role — politics, not performance, and not something I lost sleep over. By then I'd already been VP of Client Success, run fractional COO engagements for clients inside that firm, and led strategic growth as SVP — proof to myself I could do this independently, and do it better. So I built this instead of looking for another seat to fill.

I've spent my career pattern-matching across industries most operators treat as separate silos — SaaS, Healthcare, Healthcare Tech, Financial Services, and Insurance. That's the edge. Not depth in one lane. The ability to see what's actually happening across all of them at once.

Is This a Fit?

I don't take every engagement.

I work with founders who can delegate, who don't already have full-time operational leadership in seat, and who are evaluating fit — not just negotiating rate.

If that's you, tell me a bit about the situation and I'll follow up within one business day.

Thanks — that's in my inbox now. I'll follow up within one business day.