The first 90 days of an operations reset

A transformation fails when everything is attempted at once. Sequence is the whole game.

Weeks 1 to 3 are diagnostic: an operations audit, cost and margin review, and honest conversations with the team doing the work. Weeks 4 to 7 build the operating system — SOPs for the processes that actually repeat, a small dashboard of numbers leadership will look at every week, and role clarity. Weeks 8 to 12 are about handover: coaching managers to run the reviews themselves so the improvement survives after the engagement ends.

The measure of success is not a document. It is whether the founder can step out for two weeks and the business still runs.

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