Fractional COO & PM for fintech
I bring order to fintech operations where accuracy and controls cannot slip, without slowing the business to a crawl.
16 years inside the operational layer. An independent fractional operator.
How Fintech operations break
Fintech lives or dies on trust, and trust is an operational property, not a marketing one. The teams I meet are rarely short on smart people. They are short on the process and controls that let them move fast without something slipping through, especially once volume, headcount, and regulators are all growing at once.
Controls live in people, not process
The person who knows why a check exists is the only one who runs it. When they are busy or leave, the control quietly stops happening.
Compliance and ops pull opposite ways
Compliance says slow down, the business says ship. Without a shared process, every decision becomes a negotiation instead of a rule.
Reconciliation is a monthly fire
Money, ledgers, and third parties disagree, and someone spends days each cycle finding out why instead of the system catching it early.
Audit trails are assembled after the fact
When a regulator or partner asks, the answer is a scramble across tools and inboxes rather than a record that already exists.
Onboarding and KYC bottleneck growth
The customer flow that was fine at low volume now queues, and exceptions pile up on one or two people.
No single owner for operational risk
Everyone assumes someone is watching the seams between product, finance, and compliance. Often no one is.
Speed and safety were never designed together
Fintech teams build for speed first, because that is how you win early. Controls get added reactively, one incident at a time, until the operation is a patchwork nobody designed as a whole. The fix is not more caution. It is building the process so the safe path and the fast path are the same path.
The order matters more than any single fix.
Diagnose first
I map how money, data, and decisions actually move, and where a control depends on a person rather than a process. The Operations Audit surfaces the risks that matter most.
Make controls part of the process
The right check happens automatically because the workflow requires it, not because someone remembered.
Implement, not advise
I stay until the control is running and the team trusts it, not until it is written into a policy nobody reads.
Build the record as you go
Audit trails and reconciliations that are a by-product of the process, not a monthly reconstruction.
Leave it owned
Clear ownership of operational risk so the seams are watched after I am gone.
You can grow volume without growing the number of things that could quietly go wrong. A regulator or partner asks a question and the answer already exists. Reconciliation is a check, not a fire drill. And the business ships fast because the safe way to do something is also the easy way.
Where to start.
Operations Audit
The low-risk front door: a fixed-fee review that finds where a control depends on a person, and what to fix first.
Learn more →Fractional COO
I own the operating and control layer a few days a month, so growth does not outrun your process.
Learn more →SOP Creation
I turn person-dependent controls into documented process the team actually follows.
Learn more →Move fast without something slipping.
A 30-minute call, no pitch. Tell me what is breaking and I will tell you straight whether I can help.