Streamline Ops, Reclaim Time & Achieve Impact

Ignite Ops is focused mostly on organizations up to 20 FTE, such as early-stage startups ($500K-$2Mln in funding) facing common challenges, for example:

• Often shifting deadlines and priorities.
• Over-reliance on new tools as a “quick fix”.
• Recurring bugs and poor user experience.
• Team events (e.g. standups, syncs) that last forever and suck energy.
• Trying to resolve all possible tech debt before the product or service launch.
• The “bus factor” — where critical knowledge is siloed within 1–2 key team members.
• Unclear target market or customer needs.
• and more…

Is having $500K-$2Mln in funding means I don’t work with other startups? No. You may still reach out to me.

I primarily work with industries that focus on human, animal, and planetary well-being, including:

• HealthTech
• GreenTech & ClimateTech
• Waste Management & Sustainability
• EdTech
• PetTech & Animal Welfare
• Social Impact

If your startup builds solutions that create a positive impact, we’re likely a great fit. These industries align deeply with my values, and I’m passionate about helping purpose-driven teams operate more efficiently and effectively.

Early-stage startups and small businesses often operate with tight budgets, making it essential to hire adaptable & versatile professionals who can take on multiple roles. I thrive in this environment by seamlessly switching between hats of a COO, Delivery Manager, Business Analyst, Mentor, and a Coach. These roles are all people-centric and focused on execution.

Delivery Manager: I put on the hat of a Delivery Manager, when there’s a need for a facilitator to ensure the product/service delivery stays on time, within budget, and aligned with value that we’re supposed to deliver.

Business Analyst: I put on the hat of a Business Analyst, when, for example, the tech team needs more data about the user story to understand how to estimate it.

Customer Research Consultant: I put on the hat of a Customer Research Consultant when you need to better define your target customers, understand their pain points, and validate why they would pay for your product or service.

Mentor: I put on the hat of a Mentor when there’s a knowledge gap and a strong need (or desire) to bridge it whether in operations, leadership, or startup best practices.

Coach: I put on the hat of a Coach, particularly as an ICF-accredited professional, when a founder or team member faces personal or professional challenges. For example:

• Unclear goals.
• Unclear business vision or mission.
• Procrastination or decision paralysis.
• Teammates don’t feel safe to sharing ideas, concerns, and challenges.
• Interpersonal tensions escalating into deeper problems that affect retention and productivity.
• Neglecting customer feedback and not acting on it.

From experience, usually the Coach hat comes best in a single package with a Mentor hat.

COO: I put on the hat of a COO by default — it’s always on. I ensure alignment between the big picture and current execution, attract top talent, build high-performing team, source strategic partners, bring in another expert for specific help.

I don’t do strategy decks. I fix the things that slow your team down. I step in as a hands-on partner to ensure execution runs smoothly without you, the founder, so you can focus on growth, sales, BD, or product-market fit.

I help break the cycle of missed deadlines by:

• Diagnosing bottlenecks in workflows and decision-making.
• Improving team alignment so priorities stay clear.
• Implementing structured processes to boost accountability.
• Optimizing task management for smoother execution.
• Enhancing communication and collaboration to reduce delays.
• Leveraging automation where it adds efficiency without complexity.

Instead of just pushing harder, I help you work smarter ensuring deadlines are realistic, execution is frictionless, and your team stays focused on what truly matters.

I don’t conduct full customer research, but I can help you make sense of your existing insights and refine your approach. I step in as a Customer Research Consultant to:

• Review your current customer discovery efforts and highlight gaps.
• Assess how well your MVP aligns with user pain points and market needs.
• Suggest low-risk validation exercises to test assumptions quickly.
• Help structure user feedback processes so you collect actionable insights.

I personally believe at the early-stage startup, the Founder must be the first Customer Researcher and a Sales guy, not someone else. You must understand who buys (or doesn’t) your product or service and why.

If you’ve gathered data but aren’t sure what to do next, I can help you connect the dots and refine your validation strategy, so you’re building based on evidence, not guesswork.

That all depends on the goals and challenges you have. In general you may expect:

• Aligned team.
• Structured workflows.
• Faster and smoother delivery cycles.
• Less firefighting – more progress.
• Founder regains clarity, energy, and time.