The work
What I am usually brought in to do
Four things, and they tend to arrive together. An operation that is missing its margin is rarely missing only its margin.
Review an operation and find the leak
Go into a delivery organization, read the unit economics, and separate the problems that look expensive from the ones that are. Usually the cost sits somewhere nobody is measuring: span of control, rework, a schedule built around an assumption that stopped being true.
Operating margin 8% to 15% in six months. Revenue up 12% against budget, opex down 9%, and a 44% cut in fixed operating cost that let headcount grow at near-flat marginal cost.
Build the reporting that catches it earlier
Dashboards and scorecards that put attrition, cohort retention, tenure survival and promotion planning in front of the people who can act on them, with an early warning layer so a problem surfaces while it is still cheap to fix rather than in next month's review.
Built the executive workforce intelligence dashboard and authored the KPI framework now used to run the business.
Grow the leadership bench
Supervisors are the layer that decides whether anything else holds. A supervisor scorecard, a weekly review cadence, and a promotion path that pulls from the floor instead of hiring around it, because the person already on your floor knows the accounts.
100% of the leadership team retained. About 75% of new team leads promoted from inside the floor.
Stand up and run delivery across borders
Teams in Colombia and the Philippines serving US clients, which means three sets of labor rules, three holiday calendars and a working day that never fully overlaps. I live in Medellín and run it from inside, not from a time zone away.
Five to ten client programs with profit per head held at target, quality above 93% across every service line, and zero client escalations across key accounts.
How I work
Two ideas do most of the work
Operations improve when the people running them can see the numbers in time to act on them. Not in a monthly deck, not after the client notices. In time.
And teams hold together when leaders are built rather than hired. Someone off your own floor already knows the accounts and the clients. The only thing missing is the leadership craft, and that is the part you can actually teach.
Most of what I have delivered comes from applying those two things patiently, in that order, with a scorecard behind them so nobody has to guess where they stand.
What that produced
The numbers
From the last two years running multi-country delivery.
8 → 15%
Operating margin, in six months. Revenue up 12% against budget, opex down 9%.
100%
Leadership team retained.
~75%
Of new team leads promoted from inside the floor.
5 → 10
Client programs, with profit per head held at target.
20 → 78%
Clean call rate, from a quality pilot run at zero incremental cost.
44%
Cut in fixed operating cost, enabling headcount growth at near-flat marginal cost.
93%+
Quality sustained across every service line.
Zero
Client escalations across key accounts, on a monthly business review cadence.
Track record
Where this came from
Director of Operations
SuperStaff Outsourcing · Medellín, Colombia
Head of Operations
Optimizing Business Operations · Medellín and Denver
Senior Operations Manager
S-Workz, then [24]7.ai · Medellín, Colombia
Operations Coordinator
OneLink · Medellín, Colombia
Operations Training Manager, then Division Supervisor
Regional Transportation District · Denver, Colorado
Writing
What I write about
- Workforce intelligence, and the dashboards that make it usable
- KPI scorecards and early warning systems
- Monthly business reviews that surface problems while they are still cheap to fix
- Growing supervisors who stay
- Running delivery across time zones and cultures
- Quality programs that cost nothing to run
Contact
Get in touch
Always glad to compare notes on operations leadership, workforce intelligence, and building leaders from inside a service floor.