I hold operations for small organizations the way a full-time COO would, minus the full-time hire. Which mostly means the unglamorous part. Deciding who owns what. Building the systems your team actually works inside. Staying long enough to be sure it holds after I stop watching it.

My career has run through self-published author, entrepreneur, and Vice President of Operations in financial services. Years in corporate operations on one side and creative storytelling on the other taught me the same lesson twice: success is less about working harder and more about the precision of your plan.

The NC Co. is where that plan gets built and then run. By the grace of God I have spent enough time inside broken operations to know the fix is almost never dramatic. It is a clear owner, a system that holds, and somebody willing to do the tedious part. That last one is where I live.