Experienced venture/FinTech growth COO with a background in consulting plus 12 years of operational risk management and operations/ transformation projects at Morgan Stanley based in London, New York and Hong Kong. Agile mindset, analytical, strong communicator and pragmatic. 100% delivery/results focused. Successful team leader, coach/mentor and leadership team member. High EQ.
What I offer
Listening is the start point for empathy
As a COO / leader, I want to work with organisations and teams in the best way. That needs empathy to understand challenges, issues, strategy and the path you're on. But listening is the start point. I sit and listen to people talk, explain challenges/ideas, share concerns etc.Listening is a skill.
Every day should have at least one meaningful 'done'
In the venture space, each day can be tough and sometimes it's hard to find a win. But every day, I want a team to feel that something went well, no matter how small that thing was. These small wins add up to overall progress / learning / sense of team purpose. Then we review wins vs learning/fails.
Scaling needs planning
I push teams to see that scaling isn't about just hiring and spending. Scaling is about creating repeatable models/processes/products/teams that can grow, be measured and make revenue & profit. Teams scale when they can leverage the right tools/tech. Management scales when it delegates correctly.
Have the conflict conversation
Conflict conversations are essential (always professionally and respectfully) but digging deep into an issue, enabling strong opinions from your team, giving light to hidden frustrations, working through ideas, accepting errors.... conflict conversations can bring trust. I facilitate these.
Experiences
Restructured / scaled (5x) an operational support team
Inherited a c.6 person prod support team -> turned it into a 1st, 2nd level support model, business operations and then reconciliation team of c.30. Partnered with BD team to develop/rollout a proper Client Service Desk, allowing my teams to focus on rollout of fixes, KPIs tracking and planning
Established a meaningful risk framework
Completed risk assessment of a company, assigning severity and probability to risks. Briefed the leadership team, agreed a way forward. Evolved this into quarterly reporting risk framework (RAG status across financial, operational, cyber / other risks). Hired a new risk manager for 'steady state'.