We do not pitch potential outcomes. We show you what the work actually produced in real businesses, with real constraints, over real time.
Gal Gone Green is an eco-friendly cleaning company serving residential and commercial clients across the Shenandoah Valley. When we engaged, the owner was running daily operations manually — scheduling, dispatching, payroll prep, client communications, and team management all routed through him. The business was generating revenue but the founder was working like a field supervisor, not a business owner.
No field service management system. Scheduling done in spreadsheets. No GPS or clock-in accountability for cleaners. Manual payroll calculations with no sync to accounting. Invoicing inconsistent and delayed. No after-hours lead capture. No client review system. Two legacy team members suspected of client and staff poaching — behavior that had never been documented or addressed through policy.
Migrated the entire operation to Jobber — scheduling, dispatch, client management, invoicing, and payroll sync to Gusto. Activated GPS geofencing for all field staff so clock-in and clock-out tied to client location, not a manual log. Built a full marketing automation stack in Mailchimp: post-job review requests, re-engagement sequences for lapsed clients, stalled quote follow-ups, and a referral program. Designed and launched a B2B lead generation engine targeting property managers and apartment complexes. Rewrote all SOPs and implemented a formal team communications protocol to address the accountability gaps.
Senft Media is a YouTube production company operating multiple channels across different content verticals. When we engaged, the business was running 20+ channels with a 60-80 video/month production cadence. Growth was happening but the operation was chaotic — production quality was inconsistent, accountability across the distributed team was founder-dependent, and revenue per channel was low relative to the effort.
No consistent production workflow. Accountability systems tied entirely to the founder. No performance benchmarks per channel to evaluate what was worth the production cost. Team coordination across multiple time zones was fragile — a single person dropping the ball would stall multiple channels. No data-driven decisions about which channels to invest in and which to shut down.
Implemented performance-based accountability systems across the production team. Built dashboards giving real-time visibility into output per channel, team performance, and revenue metrics. Designed a channel rationalization framework that identified which channels were generating positive ROI and which were consuming resources without return. Restructured the team model to match the leaner, higher-quality channel portfolio. Built SOPs for every repeatable step in the production workflow so output quality held without founder review on every video.
Harvey Capital Funding is a Central Virginia-based hard money lender operating on the Lendr platform. When we engaged in April 2026, the business was growing but the operational infrastructure had not been built to match that growth. Loan processing was manual, intake was inconsistent, and the platform capabilities were being underutilized. The previous operations hire had departed without a handoff, leaving critical process gaps.
We stepped in as Operations Lead from day one with a 30-day kickoff deliverable set. The work includes a full Lendr platform feature audit to identify automation opportunities, a Stage 2 loan processing SOP, and a Stage 1 intake SOP. We also identified two critical automation gaps in the platform: ACH flag notifications and loan maturity alerts, both of which prevent manual tracking errors on active loans.
74 Projects is a digital operations business where we provide ongoing fractional operations support. The engagement covers operational strategy, process documentation, and team management — the recurring operational layer that allows the principal to focus on growth and client relationships rather than internal execution.
Ongoing embedded ops support covering workflow management, team accountability, SOP maintenance, and operational decision-making. This is the fractional COO model in practice — consistent, embedded, and focused on keeping the operation running without routing every decision through the founder.
The pattern is the same every time: founder-dependent operation, systems built, team trained, founder steps back. Let us run it for your business.