The layer between.
Strategy is the headline. The operating layer is where it lands or stalls. That's the layer I operate, alongside the executive team that sets it.
I build the machinery between strategy and the work.
Most companies scale until strategy and delivery drift apart.
Decisions stack with no clear owner. Meetings run long because nobody is sure who carries the outcome. Senior hires land, things shift for a quarter, and the same problems return wearing different language.
I'm hired onto the executive team to build that layer.
I contribute to strategy alongside the team and own the layer that delivers it. A Chief of Staff who reads a P&L, builds the reporting stack, runs the cross-functional programme, writes the policy, then stays to make sure the thing actually runs.
What does the system for this look like?
Not what we do next. If the answer only works at today's headcount, or only because a specific person is in the seat, it isn't the answer. Cleaner handoffs, reporting that tells the truth, a senior team that knows what it owns.