Fractional COO Partnership

Fractional Turnaround COO Partnership™

Fractional executive leadership for companies facing growth, cash flow, operational, or investor challenges — prepared for venture-backed, PE-backed, and founder-led companies.

01

positioning

The Fractional Turnaround COO Partnership™ is designed for venture-backed, PE-backed, and founder-led companies experiencing operational stress, declining growth, cash constraints, leadership misalignment, or investor pressure.

Rather than delivering recommendations from the sidelines, I embed directly within the leadership team to stabilize operations, restore accountability, rebuild investor confidence, and drive execution through recovery.

OUTCOME

Stabilize operations, restore accountability, and rebuild investor confidence to position the company for recovery.

02

The Problem

When a company enters distress, most leadership teams experience:

  • Cash burn concerns

  • Missed growth targets

  • Declining margins

  • Organizational confusion

  • Investor pressure

  • Team morale challenges

  • Operational inefficiencies

  • Lack of accountability

The longer these issues remain unresolved, the fewer options remain available.

03

MY ROLE

As your Fractional Turnaround COO, I become part of your executive leadership team.

I help leadership make difficult decisions quickly, align stakeholders around a recovery plan, and create the operating discipline required to stabilize and rebuild the business. I work directly with:

  • CEO

  • Board

  • Investors

  • Executive Team

  • Department Leaders

This is executive ownership. Not consulting.

04

WHAT I OWN

Primary Objective

Stop the bleeding.

Business Stabilization

ACTIVITIES

  • Cash runway management

  • Cost reduction initiatives

  • Operating expense review

  • Revenue protection

  • Vendor negotiations

  • Leadership alignment

OUTCOME

Improved cash visibility and operational stability.

Primary Objective

Restore accountability.

Leadership & Organizational Alignment

ACTIVITIES

  • Executive team meetings

  • KPI ownership

  • Department accountability

  • Communication planning

  • Performance management

OUTCOME

A leadership team operating from one recovery plan.

Primary Objective

Protect the core business.

Revenue Preservation & Recovery

ACTIVITIES

  • Customer retention initiatives

  • Revenue quality assessment

  • Account expansion planning

  • Forecast management

  • Growth prioritization

OUTCOME

A defendable revenue base and stronger forecasting.

Primary Objective

Increase efficiency.

Operating System Optimization

ACTIVITIES

  • Process redesign

  • Resource allocation

  • Workflow optimization

  • Cross-functional alignment

  • KPI dashboards

OUTCOME

A leaner and more effective operating model.

Primary Objective

Rebuild trust.

Investor & Board Confidence

ACTIVITIES

  • Board preparation

  • Investor reporting

  • Strategic updates

  • KPI visibility

  • Recovery milestone tracking

OUTCOME

Greater stakeholder confidence and support.

Primary Objective

Position the company for growth.

Recovery & Re-Acceleration

ACTIVITIES

  • Strategic planning

  • Market focus refinement

  • Go-to-market alignment

  • Growth initiative prioritization

  • Capital readiness planning

OUTCOME

A company positioned for sustainable growth and enterprise value creation.

05

OPERATING CADENCE

WEEKLY

- Executive leadership meeting

- Cash review

- KPI review

- Recovery initiative tracking

Issue resolution

MONTHLY

- Board preparation

- Financial review

- Investor communication

- Organizational health review

QUARTERLY

- Strategic planning session

- Recovery progress review

- Growth readiness assessment

- Capital planning review

06

deliverables

The focus is execution, not reports. Leadership receives:

  • Turnaround Scorecard

  • Cash Runway Dashboard

  • Executive KPI Dashboard

  • Recovery Roadmap

  • Board Reporting Package

  • Investor Update Package

  • Strategic Priority Tracker

07

client profile

  • Founder-Led Technology Companies ($1M–$25M)

    • Growth plateau

    • Team misalignment

    • Cash flow stress

  • Venture-backed companies ($2M–$50M)

    • Burn rate concerns

    • Missed targets

    • Down-round risk

  • PE portfolio companies ($5M–$100M+)

    • Margin pressure

    • Operational inefficiencies

    • Value creation requirements

08

engagement structure

  • 1–3 days per week

  • Embedded executive leadership

  • Available between meetings

Initial Term

Six months minimum

09

the transformation

before

  • Cash uncertainty

  • Leadership confusion

  • Investor pressure

  • Missed targets

  • Operational inefficiency

  • Weak accountability

after

  • Clear operating plan

  • Improved cash visibility

  • Strong executive accountability

  • Better investor confidence

  • Operational discipline

  • Growth readiness

A One-Page Overview

The full partnership on a single page — share it with your board or leadership team.

Stabilize, rebuild confidence, and position the company for recovery. Let’s talk.

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