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At a certain stage of growth, bringing in fractional operational leadership isn’t a typical hiring decision. It’s an identity shift from being the operating system of the business to trusting someone else with real ownership. References and testimonials feel like safety nets, but they don’t answer the questions founders are actually wrestling with.

Most leaders don’t recognize the ceiling when they first hit it. It rarely announces itself with dramatic failures or big, cinematic moments. It arrives quietly through hesitation, slower decisions, subtle team drift, or the same unresolved issues resurfacing week after week. A ceiling is not a moment. It’s a feeling. It’s the moment a founder realizes the business has outgrown the original operating design. And here’s the quiet truth many don’t say out loud: The bus

Many founders mistakenly believe that when their business plateaus, the solution is to bring in more hours, more bodies, or more on-site support. This belief is understandable when the team feels reactive, roles are unclear, processes are inconsistent, and every decision funnels back to the founder, it creates the illusion that the only fix is having someone physically present to “hold things together.” But in reality, operational heaviness is almost never a time problem.

A client recently met with a large regional organization to discuss becoming their preferred service provider. Halfway through the meeting, the organization revealed they wanted an exclusive relationship and the conditions were significant. My client would need to stop serving every other customer in that industry, yet the organization offered no guaranteed revenue, no volume commitments, no integration plan, and no contractual protections.

A clear vision acts as your business’s north star - the single point that keeps everyone moving in sync, even when the waters get rough. Without it, small businesses get caught in reaction mode. They chase opportunities instead of executing strategy. They get busy instead of productive.

When “Simple Math” Starts Breaking Your Business

Many SMBs running on EOS assume they need a full-time Integrator to gain traction, but that’s not always the case. This article explores why a high-engagement, fractional COO who truly understands EOS can often drive stronger results, faster.

September 22, 2025 By Scott Michajluk | Fractional COO | Founder, GO Consulting Lately, I’ve had a lot of conversations with small and...

September 8, 2025 By Scott Michajluk | Fractional COO | Founder, GO Consulting Last week my wife asked me to sanity check a “timely”...

September 2, 2025 By Scott Michajluk | Fractional COO | Founder, GO Consulting There’s something about the Tuesday after Labor Day. Kids...

August 4, 2025 By Scott Michajluk | Fractional COO | Founder, GO Consulting AI.  Two letters. One conversation that seems impossible to...

August 29, 2025 By Scott Michajluk | Fractional COO | Founder, GO Consulting When the economy wobbles and the job market sends mixed...

August 22, 2025 By Scott Michajluk | Fractional COO | Founder, GO Consulting Earlier this week I sat with a founder to map the roles...

August 13, 2025 By Scott Michajluk | Fractional COO | Founder, GO Consulting One of the biggest misconceptions about leadership is that...

July 23, 2025 By Scott Michajluk | Fractional COO | Founder, GO Consulting The other week, I was at a networking event and talking with...

July 11, 2025 By Scott Michajluk | Fractional COO | Operational Growth Advisor I've spent over two decades leading operations, building...

July 1, 2025 By Scott Michajluk I’ve sat across from a lot of founders. Some in coffee shops, others on Zoom calls late at night....

June 25, 2025 By Scott Michajluk I’ve got two boys. One’s heading into his junior year of college, the other’s just about to start his...

June 24, 2025 The ongoing digitization of enterprise functions has placed artificial intelligence at the center of executive...