In this episode we discuss: When it is the right time to quit. We are joined by Eleena Broadfoot, Advisor and Executive Coach.

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We chat about the following with Eleena Broadfoot:

• What are the important factors to consider when deciding to leave a job.
• Adding value to the business and making a meaningful impact should be a priority.
• Leaving a job requires careful planning and consideration of personal and professional factors.
• Why is identity so closely tied to job titles?
• What is a good time to reassess your learning and value-add opportunities in a high-growth company?
• How to leave a positive legacy for the team.
• Be curious and open to new opportunities, and have conversations with recruiters and friends in different industries to explore potential career paths.

References:

• linkedin.com/in/eleena-broadfoot

Biography:

Most recently CFO at Beauty Pie, Eleena has over 20 years’ experience in senior finance roles at Virgin, Trainline & Funding Circle amongst others, working alongside leadership teams of both high-growth startups and global groups. Her experience of working with founders and their teams as a CFO and NED has provided her with some fantastic opportunities to reach beyond the traditional finance remit and enabled her to use her skills and knowledge to create value and deliver strategic insight to help drive growth.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here.

Summary:

00:00 Introduction

28:29 Welcoming Alina Broadfoot

29:50 Lessons Learned

32:26 Deciding When to Leave a Job

34:37 The Tipping Point: Leaving Virgin for Train Line

34:59 Navigating Job Titles and Social Expectations

37:33 The Right Time to Leave a VC-Backed Company

41:55 Leaving a Positive Legacy and Smooth Transition

42:47 Embracing Curiosity and Exploring New Opportunities

In this episode we discuss: fractional COO, is it worth it? We are joined by Karina Mikhli, Founder, Fractionals United.

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We chat about the following with Karina Mikhli:

• What is the role of a fractional COO?
• How difficult is it to find a role as a fractional COO?
• What is crucial for winning fractional COO roles?
• What are the channels of entry for fractional work?
• What should pricing and structuring fractional work be based on?

References:

• https://www.linkedin.com/in/karinamikhli/
• https://www.karinamikhli.com/

Biography:

Karina Mikhli is a Community, Professional Services/Development, and SaaS Fractional COO; Workflow Consultant; and Founder of Fractionals United. She has almost a decade of experience building, optimizing, and scaling small to mid size businesses and although she can (and has) managed and optimized most functions, she provides the most value by leading and focusing teams and streamlining and optimizing systems. Karina works best with founders looking for a right-hand partner who will manage and run the business while they focus on their areas of strength and interest.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here.

Summary:

00:00 Introduction and Background

20:40 The Popularity of Fractional COO Work

26:09 The Challenges of Finding Fractional Work

28:20 Managing Multiple Fractional COO Roles

29:09 Defining Fractional COO Roles

32:49 The Importance of Business Development and Networking

34:39 Pricing and Structuring Fractional Work

36:38 Navigating Health Insurance as a Fractional Executive

37:57 Transitioning from Full-Time to Fractional Work

In this episode we discuss: how to be a COO in today's complex world. We are joined by Jennifer Geary, Seasoned C-Suite executive across multiple industries and roles from fractional COO to Managing Director. Author of bestselling books How To Be a COO, CRO, CPO and CSO.

Love The Operations Room? Please support us by rating and reviewing it here.

We chat about the following with Jennifer Geary:

• The role of a COO involves being the second-in-command and bridging the gap between strategy and operations.
• Can AI enhance the efficiency and creativity of the COO role, with human judgement and decision-making remaining essential?
• Should COOs prioritise efficiency and creativity when implementing AI, while also considering sustainability and ESG metrics?
• Why should we consider suppliers, supply chain, software suppliers, facilities, power consumption, and social context in sustainability efforts?
• How important are flexibility, choice, in-person collaboration, and open communication in creating a positive work environment?

• https://www.linkedin.com/in/jennifer-geary-8419082a/
• www.coo-author.com
• https://gosupercritical.com/carbon-removal/biochar
• https://www.socraticarts.com/thought-leadership/exploring-ai-and-learning-with-ethan-mollicks-cointelligence

Jennifer Geary is a former MD, COO and CRO with over 25 years of experience in finance, technology, risk and legal, across diverse industries from financial services to not-for-profit.

She is also an author, speaker, board advisor and mentor to emerging businesses. She has attained qualification as a chartered accountant, PRINCE 2 practitioner, CISA and CISSP, with recent certifications in Sustainable Finance and ESG Investing and Ethical AI.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here.

00:00 Introduction and Overview

01:02 Defining the Role of a COO

07:28 Implementing AI: Efficiency and Creativity

12:25 Prioritising Sustainability and ESG Metrics

16:30 Considering Suppliers and Supply Chain

18:00 Creating a Positive Work Environment

20:50 Respecting Privacy in the Workplace

22:53 The Next Step: CEO or COO?

29:15 What CEOs are concerned about now

31:38 Post IPO resources

32:44 Wrap up