This is not advisory. I step in, take responsibility, and stay accountable for outcomes.
Cerebral Ops is a principal-led firm providing hands-on fractional technology and delivery leadership to scaling SaaS companies. I work directly with CEOs, CTOs, and boards to restore execution discipline, align leadership, and ensure critical programs move forward—without the overhead or delay of a full-time hire.
Discuss Your SituationWhen I’m involved, accountability does not diffuse across teams or committees—it stays with me.
Most engagements start fractionally and scale only if and when deeper involvement is truly needed.
In the standard fractional engagement, I provide ongoing leadership and alignment without day-to-day operational control.
When deeper intervention is required, the engagement shifts to a more hands-on operating role with direct authority and execution ownership.
Fractional leadership is usually sufficient. In some situations, it deliberately deepens.
Critical initiatives are missing milestones, confidence is eroding, and incremental course correction is no longer enough to recover momentum.
Leadership may be aligned in principle, but execution still stalls — requiring hands-on operating authority to drive day-to-day decisions and follow-through.
Board-critical programs, post-merger integrations, or customer-visible commitments where failure carries material business or reputational risk.
In these situations, the engagement can intentionally shift into a more embedded operating role — without changing accountability or resetting the relationship.
See how these situations fit within a Fractional Leadership engagement →
The difference is visible within weeks — not quarters.
Ambiguity around ownership, priority, and trade-offs is removed. Decisions are made with context, authority, and follow-through.
Plans become realistic, commitments become explicit, and teams operate against clear expectations rather than implied assumptions.
Delivery, dependency, and capacity risks are identified early and addressed directly — before they become board-level surprises.
Ownership is clear at every level — including mine. Progress and setbacks are visible, explained, and acted upon.
Boards, executives, and customers see consistent progress grounded in reality, not optimism or reactive explanations.
These changes are not driven by frameworks or process theater. They come from sustained leadership presence, disciplined execution, and direct accountability.
One accountable leader. Specialized capability applied where it matters.
You engage directly with me. I remain accountable for outcomes end to end, rather than delegating responsibility across a consulting team.
Specialized expertise is brought in only when required — and always under my direction — to solve specific execution, delivery, or governance problems.
As execution risk increases, the engagement can deliberately deepen — from fractional leadership to a more embedded operating role — without changing accountability.
There is no transition from “advisor” to “delivery team.” Ownership remains constant, even as the level of involvement changes.
This model avoids the common failure modes of traditional consulting: fragmented ownership, slow escalation, and diluted accountability.
See how this operating model applies to Fractional Leadership engagements →
These are not services. They are situations where leadership intervention becomes unavoidable.
Roadmaps slip, dependencies accumulate, and teams lose confidence in plans — even though effort remains high.
A newly appointed leader steps into fragmented execution, legacy commitments, and unclear ownership.
Integration plans exist, but delivery slows under competing priorities, cultural friction, and unresolved dependencies.
External delivery breaks down, accountability blurs, and internal teams are left managing the fallout.
Status updates become defensive, surprises increase, and leadership credibility comes under pressure.
In each case, the goal is the same: stabilize execution, restore credibility, and transition the organization back to a sustainable leadership model.
See how these situations are addressed through Fractional Leadership →
This model works best when accountability is valued more than optics.
When the fit is right, this engagement removes ambiguity, accelerates execution, and restores confidence at every level of the organization.
If this sounds like the kind of partnership you’re looking for, let’s talk →
You’re likely dealing with one or more of these.
Portfolio Companies
Post-Series B/C
Transformation Programs
Revenue-Critical Platforms
No surprises. No drawn-out diagnostics.
A paid 2–3 week diagnostic that surfaces real risk, clarifies decision rights, and makes consequences explicit.
A direct, board-ready view of what is broken, why it is broken, and what must change immediately.
We step in, take control, and execute — with visible accountability and governance ownership.
Most engagements begin with a short conversation to understand where execution pressure is building and whether I can help.
If it’s not a fit, I’ll tell you directly.
Time does not reduce delivery risk. Decisions do. Speak directly with the principal to assess whether intervention is required.
Questions?