Fractional COO
You need an experienced executive to lead execution. I take an active role in agreed operating priorities, with defined authority, accountability, and outcomes.
Explore fractional COO support ↗For dental groups ready to move forward
Turn strategy
into results.
I work with dental groups to translate strategy into a clear operating plan, strengthen leadership teams, and build the accountability needed to execute and grow.
Is this what your group needs?What is a fractional leader?
An experienced executive who works inside your business on a part-time basis, for an agreed scope and term. As your fractional COO, I lead agreed operating priorities alongside your team, with clear authority and defined outcomes.
Three ways to work together
Choose the support you need.
Experienced leadership, practical advice, and stronger teams—all connected to the results your business needs.
Executive Advisory
You have leaders in place and need an experienced partner to help clarify priorities, work through decisions, and move forward. Your team leads execution.
Explore executive advisory ↗Leadership Development
You need to strengthen your team's ability to lead and deliver. I assess leadership teams, clarify roles, and mentor leaders through real challenges.
Explore leadership development ↗Who needs a fractional leader — and why?
When the business needs
more leadership capacity.
You may have capable people and a clear ambition. The gap is having the time, structure, and executive attention to turn that ambition into consistent performance across your practices.
Strategic priorities keep getting pushed aside.
Daily demands crowd out important initiatives. I translate strategy into a clear operating plan with priorities, owners, and milestones—and lead the follow-through.
Too many decisions come back to you.
Your managers need direction, but your calendar is already full. I clarify decision authority, strengthen your leaders, and establish a rhythm that keeps work moving.
Growth has outpaced your structure.
Adding locations has exposed inconsistent processes, unclear roles, and uneven performance. I help build the management structure and operating discipline your next stage requires.
Same-store growth is falling short.
You need to understand where performance is getting stuck. We identify the operational opportunities in capacity, patient retention, scheduling, and treatment follow-through, then assign action and measure progress.
Operations and clinical leaders need a shared plan.
Business goals and practice realities need to connect. I bring operational and clinical leaders together around priorities, responsibilities, and measures they can act on.
An important transition needs an operator.
A leadership departure, acquisition, or change in direction can stretch your team. A defined engagement provides operating leadership while we stabilize execution and prepare the handoff.
Your next stage needs a stronger leadership team.
Good people may need clearer roles, different support, or new capabilities. I assess the team against the operating plan, help shape the structure, and mentor leaders as they take ownership.
Why fractional leadership?
Executive experience.
A commitment that fits
the work.
I work alongside your leadership team to create the conditions for execution—and stay involved in the agreed work as it moves forward.
Leadership for a defined need
Bring in senior operating experience for a specific stage, priority, or transition, with scope and availability agreed from the start.
A direct connection to performance
Turn goals into actions, give leaders clear ownership, and use metrics to identify where intervention is needed.
Capability that stays with your team
Develop managers as the work happens, so the routines, expectations, and problem-solving skills continue beyond the engagement.
Operations + clinical reality
My experience spans dental hygiene, entrepreneurship, and CEO and COO leadership. I understand the connection between practice execution and business performance, and work in partnership with clinical leaders, who retain clinical decision-making.
How I work
From strategy to results.
Translate strategy into a clear operating plan, equip the leaders responsible for delivery, and establish the metrics and meeting cadence that keep execution moving.
- 01
Align the priorities
Connect the strategy to the opportunities, baseline, and outcomes that matter.
- 02
Build the execution plan
Turn strategic priorities into a clear operating plan with 90-day actions, milestones, and resources.
- 03
Establish accountability
Define owners, decision authority, and expectations.
- 04
Create the operating rhythm
Put metrics, meetings, and follow-through into practice.
- 05
Improve and sustain
Review results, remove barriers, and mentor leaders through real execution challenges.
Clarity from the start
Before work begins, we agree on the priorities, decision rights, leadership responsibilities, time commitment, meeting cadence, and measures of progress. We review scope as the business needs evolve.
Leadership development throughout
Build the team that
can deliver the strategy.
Execution depends on people with the capacity, confidence, and authority to lead. I assess the team you have, identify what the business needs, and help close the gaps.
Assess the leadership team
Evaluate capabilities, capacity, role clarity, and working relationships against the priorities of the business.
Build the right structure
Clarify roles, reporting relationships, decision rights, and hiring or development priorities.
Mentor leaders in the work
Develop judgment, delegation, performance conversations, and follow-through using the challenges leaders face every day.
Strengthen team effectiveness
Help operational and clinical leaders resolve friction, make decisions together, and work toward shared outcomes.
The right working relationship
A strong fit starts
with shared commitment.
Fractional leadership works best when there is an executive sponsor ready to support decisions and a team ready to put the plan into action.
- You have specific priorities that need sustained leadership.
- You can provide access to the people and performance information needed.
- You are ready to delegate agreed decisions and support accountability.
- You want to strengthen your team's ability to execute over time.
A few practical questions
What does this look like?
How is this different from advisory?
Advisory provides perspective, challenge, and guidance while your team owns execution. In a fractional COO engagement, I take an active leadership role in the agreed operating priorities, with defined authority and accountability. We choose the arrangement that matches the work you need done. Explore executive advisory ↗
Can we work together on leadership development alone?
Yes. A defined leadership team assessment, team development engagement, or individual mentoring relationship can stand on its own. We agree on the outcomes and responsibilities for that work. Fractional COO leadership includes a broader mandate to lead agreed operating priorities.
Do we need a certain number of locations?
Fit depends on complexity, leadership capacity, and scope. We look at the work that needs to happen, the team already in place, and whether part-time executive leadership provides enough capacity to meet the need.
Can you work with our existing leadership team?
Yes. We define how I work with the CEO, operations leaders, and clinical leaders, including reporting relationships and decision responsibilities. The engagement should help your team execute with greater clarity and confidence.
What happens in the first 90 days?
We assess performance and leadership capacity, agree on the priorities, and establish an execution plan. Then we put ownership, scorecards, and a meeting cadence into practice, review early progress, and determine what the next phase requires. The pace and scope depend on your starting point.
What if we already have EOS or another operating system?
We start with what you have. I review how priorities, scorecards, meetings, and accountability work in practice, then address the gaps that are keeping your team from executing consistently.
Start with the work that needs to happen
Where is execution
getting stuck?
Let's talk about your priorities, the leadership capacity you have today, and what it will take to move forward.