Choosing the Right M&A Advisor: What Every COO Needs to Know
Choosing the right sell‑side advisor is a COO’s operational priority, not just a CEO’s strategic decision. STS Capital Partners positions itself as an operator‑focused firm that serves private companies with $50 million to $2 billion in revenue. Its Owner’s Outcomes Exercise aligns strategic, financial and operational goals early, ensuring post‑close integration is built into the deal. By leveraging a global network of Fortune 500 buyers and a proprietary database of 1,300+ profiles, STS aims to protect execution while maximizing value.
Scaling Without Infrastructure Is Just Expensive Chaos
Revenue growth often masks a fragile operating foundation, warning that scaling without proper infrastructure is costly. Cameron Herold’s *Second in Command* argues that systems built for a $2 M business rarely survive the jump to $10‑20 M, leading to hidden expenses and...
Why CEOs Need Opposites, Not Clones
The article argues that CEOs who surround themselves with leaders who mirror their own thinking create blind spots and limit growth. By pairing with a complementary executive—often a COO—CEOs gain a counterbalancing perspective that challenges assumptions and sharpens execution. This...
If Your COO Never Pushes Back, That’s a Problem
CEOs often equate alignment with their COO to efficiency, but constant agreement can mask a lack of operational rigor. A strong COO must challenge ideas, exposing capacity constraints and hidden risks before they become costly execution debt. Constructive pushback creates...
Master the Basics to Scale Faster
The article argues that rapid scaling stems from mastering fundamentals rather than layering complexity. Clear priorities, defined ownership, strong communication, and disciplined execution create a shared language that aligns teams. Reinforcing these basics accelerates onboarding, reduces variation, and makes execution...
Planning Isn’t Enough. Design the Business
Most executives rely on quarterly planning to set goals, but planning alone rarely translates into consistent execution. The article argues that sustainable growth requires a deliberate business design that embeds clear ownership, decision rights, operating rhythms, and systematic processes. Design...
If Your COO Feels Like Support, It’s a Mistake
The article argues that positioning a COO as a support function undermines the role’s purpose. When a COO is seen as an assistant, authority becomes vague, decisions stall, and the CEO remains the bottleneck. A properly empowered COO owns end‑to‑end...
Your COO Isn’t Failing. Your Expectations Are
The article argues that COO underperformance usually stems from poorly defined expectations rather than a talent deficit. CEOs often hire without clarifying ownership, decision rights, and measurable outcomes, leaving the COO reactive and fragmented. Clear authority, stable priorities, and explicit...
COO Connect Redefined Operator Growth
COO Alliance hosted its Connect event in Vancouver, gathering senior operators for hands‑on peer learning. The program emphasized honest, deep conversations and real‑time problem solving through hot‑seat challenges, breakout sessions, and AI‑focused discussions. Participants left with actionable insights on sales,...
Why Great COOs Never Wait for Direction
Great chief operating officers (COOs) no longer wait for the CEO to dictate every move; they create direction where it’s missing and keep execution flowing. By translating vision into concrete priorities, systems, and actions, they prevent bottlenecks and reduce reliance...
Why Fast Promotions Slow Company Growth
Fast promotions often look like progress, but they can cripple growth when leaders are elevated before mastering managerial skills. Companies reward high performers, yet the new titles outpace the development of judgment, delegation, and systems thinking required for effective leadership....
Why Real Experience Beats Impressive Credentials
The article argues that impressive academic credentials do not guarantee sound business judgment, which is forged through real‑world pressure and decision‑making. While degrees and certifications provide useful frameworks, they cannot replicate the pattern recognition, emotional control, and prioritization learned on...
Why Business Shortcuts Slow Growth Later
Business leaders often choose shortcuts to meet tight deadlines and investor pressure, but these quick fixes create hidden operational debt. Over time, the accumulated debt forces teams into rework, erodes culture, and makes growth fragile. Experienced COOs counter this by...
High Motivation Cannot Fix Broken Systems
Leaders often treat motivation as a cure for declining performance, rallying teams with urgency and extra effort. While this boost can temporarily raise activity, it merely exposes underlying systemic weaknesses. Sustainable execution depends on clear decision rights, defined priorities, and...
The Hidden Cure for CEO Burnout Is Vision
CEO burnout often originates from decision ambiguity rather than long hours, as leaders carry the sole weight of interpreting a vague future. When a clear, written vision is established, it serves as a decision filter, aligning teams and reducing the...