THE SITUATION

A US-based e-commerce enablement platform – no-code infrastructure for mid-market merchants – had real product-market fit and serious commercial momentum. But the internal infrastructure hadn’t kept pace. Operations were founder-led and informal: no systems, no meeting cadence, no scalable hiring process, and a COO-shaped gap at the centre of the business.

They also had a fundraise to close.

WHAT I DID

Working fully remotely across a predominantly US team, I came in across brand, commercial and operational delivery simultaneously.

On the brand side: I led positioning and creative development for the company overall and for a new product line – translating a complex technical offering into clear merchant-facing messaging, and coordinating a US PR agency on launch activity.

Operationally, I built the infrastructure the business needed to run: designing and implementing the company operations hub, establishing meeting cadence and decision-making rhythms, and leading hiring, payroll and process design across the organisation. I wrote the COO job description, ran the interview process, and hired into the role.

In parallel, I supported content creation and partnership development – maintaining commercial momentum while the operational foundations were being built.

THE OUTCOME

$3.3m seed round closed. COO hired and in post. Brand and product positioning defined and live. Operational infrastructure – systems, processes, cadence – built from scratch and running. A business that had been operating on founder instinct now had the foundations to scale with a leadership team in place to lead it.

This engagement is kept confidential.