When delivery, sales, people and cash all compete for the founder’s attention, another strategy deck will not help. You need senior operating leadership in the engine room every week.
Diagnose the operating friction and decide what matters first.
Create the meetings, scoreboard and ownership that keep work moving.
Develop the people and systems that should carry the work long-term.
Andy has built and operated businesses across accountancy, law, technology and investment. That matters when the problem sits across client delivery, commercial decisions, regulated work and a founder who is still too central to the machine.
See what Andy has built →No. The role sits inside the operating rhythm, makes decisions with the team and helps build the systems rather than only recommending them.
When the direction is broadly clear but execution, coordination or management capacity is preventing the business from delivering it.
Usually not. The aim is to make the business and its leaders more capable, then reduce dependence on external operating support.
No pitch sequence. Andy reads the note and replies personally with the most useful next step — including saying when he is not the right fit.
Prefer email? andy@andyjackson.com
