Four years of operations work, and the people who'll vouch for it.

The situation

A founder running a client portfolio alongside the business itself. Internal communication, reporting, CRM upkeep, and the company's LinkedIn presence across every client account were all landing on one person — and all of it was the kind of work that quietly expands until there's no room left for anything else.

What I took on

• Executive support to the Founder/CEO — the day-to-day operational load, held consistently across more than two years.
• Internal communications — keeping information moving through the business rather than bottlenecking at the top.
• Metric reporting — recurring reporting cycles owned end to end.
• LinkedIn across the client portfolio — not one account, but the full roster.
• CRM hygiene — keeping the pipeline data actually usable.

What that looked like in practice

• Portfolio-wide LinkedInEvery client account, not just one
• Recurring reportingOwned, not assisted with
• CRM as a systemMaintained, not periodically rescued
• Longest engagement28 months, one principal

The situation

A coaching program where the teaching is the product — and where administrative drag comes directly out of teaching quality. Student progress, deadlines, technical problems, and community moderation all needed a consistent owner, or they'd land on the person meant to be delivering the curriculum.

What I took on

• Student progress and deadlines — tracking where every participant was and what was overdue.
• Technical support — the first line for participants, so issues didn't escalate to the coach.
• Community moderation — keeping the cohort space active and orderly.
• Content scheduling and email management — during the administrative engagement.
• CRM optimization and lead generation — supporting the intake side of the program.

What that looked like in practice

• Two separate engagementsBrought back for a second scope
• Full student lifecycleIntake through completion
• First-line supportEscalation only when needed
• Both sidesProgram delivery and intake

The situation

Property sourcing is volume work with a judgment problem attached: someone has to look at a great many listings across several platforms and decide which ones are worth a conversation. Done by the principal, it consumes the hours that should go to negotiating and closing.

What I took on

• Property sourcing across three platforms — Openrent, OnTheMarket, and Zoopla, worked in parallel rather than sequentially.
• Lead inquiry management — handling incoming interest so nothing sat unanswered.
• UK real estate operations — the day-to-day administrative running of the sourcing process.
• Social media — the brand's presence alongside the operational work.

What that looked like in practice

• Three platformsSourced in parallel
• Cross-borderUK market, remote delivery
• Inquiry ownershipNothing left unanswered
• Ops plus marketingBoth sides of the business

The situation

An agency running campaigns for a full roster of clients, each with its own accounts, materials, and publishing rhythm. Consistency across all of them at once is the hard part — any single client is manageable; the roster is what breaks without a system.

What I took on

• LinkedIn account management across the full roster — every client, held to a consistent cadence.
• Marketing materials — produced and maintained for the whole client base.
• Multi-channel campaign plans — spanning LinkedIn, Instagram, email, and web rather than treating each as separate.

What that looked like in practice

• Full rosterNot a single account
• Four channelsPlanned as one campaign
• 16 monthsFull-time, consistent
• Plan and executeBoth, not one or the other