Scale is an operations problem.
I solve it from the inside.
I take the operations seat in scaling technology and commerce businesses — fractionally or by engagement — for as long as the work requires. Not a day longer.
What I do
Three ways in — each delivered personally. No juniors, no hand-offs.
Fractional operations leadership
The COO seat, two or three days a week. Cadence, metrics, team, decisions — and hiring my own replacement from day one.
Operations consulting
A specific problem, taken apart and rebuilt with your team: order-to-cash, supply chain, fulfilment. Handed over working.
Strategic advisory
The decisions that shape the next stage: market entry, operating model, make-or-buy. Plain answers, including no.
In. Up. And deliberately out.
Every mandate follows the same arc, designed for hand-over — not dependency.
Diagnose
Weeks inside the operation, mapping how things actually run.
Embed
A fixed rhythm, clear decision rights, one owner.
Build
Processes, tooling, metrics, managers — yours, not mine.
Hand over
Trained owners, real documentation, a deliberate exit.
Who I am
I started in Formula 1, where the gap between designed and delivered is measured in grams and milliseconds. I went on to build and run international businesses across technology, manufacturing and commerce — including years on the ground in Guangdong, at the sharp end of global supply chains.
FRALUGO is my practice: a handful of mandates at a time, fractional or consulting, done personally. The person you meet is the person who does the work.
Work with me
Tell me, briefly, what growth is straining. I reply personally, usually within two business days.
mj@fralugo.com