The COO role varies a lot between companies. Here's how to think about it.
Before an engagement begins, I'll give you an honest assessment of where I can help — and what's out of scope.
What's actually on the table
- Create financial models to predict outcomes from different scenarios
- Design and implement business strategies, plans, and procedures
- Support the CEO in Board engagement
- Establish policies that promote company culture and vision
- Oversee daily operations of the company
- Manage the work of some or all executives (Product, Tech, Marketing, Sales, HR, Finance)
- Performance management
- Assist the CEO in fundraising ventures
- Participate in expansion activities (investments, acquisitions, corporate alliances)
- Manage relationships with partners/vendors and contract negotiation
A number of factors shape what a COO is responsible for at any given company. Before an engagement begins, I provide an honest assessment of where I can help and what's out of scope.
Which kind of COO does your company actually need?
Implements, communicates, and supports the strategies the CEO and senior executives set. Focus stays on daily operations, freeing the CEO for larger strategy and vision.
Still focused on day-to-day operations, but hired to spearhead a specific initiative — rapid growth, restructuring, or leading the charge to profitability.
Supports and guides a newer CEO or junior operator. The role may shift — or disappear entirely — as the CEO no longer needs the support. Can also mentor a rising star into a long-term COO role.
Complements the CEO's skills and style, becoming the "other half" of the senior team — a calmer counterweight to an aggressive CEO, for example, or vice versa.
Takes "Other Half" further into true co-leadership, dividing company functions between CEO and COO based on fit and experience.