Senior operations support for executives at a growth inflection point.
I am Robin Schaffer. I work with leaders whose companies have grown past the systems that got them here. I find what is slowing execution, build the operating structure, and keep the most important work moving.
Defined beginning, process, and deliverable
The Operating System Audit starts and ends on a schedule we agree to up front.
Prioritized 90-day plan
The sequence, owners, risks, and next moves, in writing and yours to keep.
Cadence, ownership, and systems
Structure the team can carry week to week after the engagement ends.
Growth creates gaps faster than most teams can close them.
By this stage you know which decisions matter. What is missing is a clear view of who owns what, where time and money leak, and how the team moves without routing everything through you.
Find the drag
I map where decisions stall, where ownership blurs, where tools overlap, and where the founder has become the default escalation path.
Build the operating system
I turn the diagnosis into an operating cadence, clear decision rights, practical systems, and a sequence the company can run.
Stay through execution
I stay close enough to the work that priorities close, handoffs hold, and the system keeps running during a busy week.
The Operating System Audit
A fixed-scope diagnostic for executives who know the business works but cannot yet see exactly where the drag lives. It examines five areas and ends in a prioritized 90-day roadmap.
See the auditFounder time and decision flow. Where your attention goes, what only you can do, and what keeps coming back to you.
Operating cadence. How priorities are set, tracked, closed, and reviewed.
Systems and process. What is documented, duplicated, underused, or dependent on memory.
Team and delegation. Ownership, accountability, handoffs, and the next layer of support.
Revenue mechanics. A high-level view of effort against return to find the lever worth moving first.
Who this works for
You are probably in the right room if
- You are still the operating system for too much of the company.
- Important decisions stay open because nothing forces them closed.
- The team is capable, but handoffs and ownership do not hold consistently.
- Growth has created more complexity than your current systems can absorb.
- You need a senior operator rather than another person to manage.
Industries I have worked across
Software as a service (SaaS), business process outsourcing (BPO), background screening, freight technology, biotech and life sciences, government and public sector, nonprofits, and founder-led service businesses.
I shape each engagement around the business problem rather than an industry playbook.
Research, work samples, and tools
Published research, practical work samples, and diagnostics for executives and operators. See how I think, how I structure the work, and the tools I use to diagnose operating systems.
Not sure where the bottleneck is?
That is what the first conversation is for. Thirty minutes to identify what needs attention and whether I am the right person to help.