JESUS
VELANDIA

An Operations Manager is a salary you carry whether or not there is a project to run. Most of what one would do in the first year is build what does not exist yet: the metric, the plan, the written processes, the tracking. I do that part as a project, with a start and an end, and I hand it over. After that you can hire someone junior to run it, or you may find you do not need the hire yet.

The method does not depend on the industry. I have run it in healthcare, in BPO, in real estate operations and in my own e-commerce company. What changes is the research in step two, where I learn what usually breaks in your kind of operation before I sit down with your team.

One week, and three things at the end of it: one objective written as a measurable number with a date on it, a risk matrix ranked by what each item costs you, and a 90-day plan with an owner, a date and a financial effect for every initiative. Nothing is built. If you then want me to run the plan, the $599 comes off your first month.

I work US and Canada hours, so there is full overlap with Pacific, Mountain, Central and Eastern time. Everything runs remote: a weekly meeting and async work in between. I also hold a US business visa for short trips, so I can be on site for a kickoff, a launch week or a board presentation when the travel is worth it.

I hold a bachelor's degree in Organizational Psychology, which is where the work on incentives, performance management and change management comes from. The operational side comes from eight years running accounts and sites inside large BPO operations, and from running my own company. The technical side I taught myself and still build with my own hands.

The diagnostic needs one 90-minute session with you and two or three people who know the work, plus a few short interviews. Once the project is running, a 30-minute weekly meeting with you, and whatever time the people doing the work need for their own tasks in the plan. I do not run long status meetings. The status is written and takes two minutes to read.

I do the strategy, the planning and the project management myself. For development beyond what I build in Make, n8n and the tools you already use, I bring in a full-stack developer I have worked with before, and I tell you before anyone else touches your systems. Documentation at volume can also be subcontracted, under my review and at an hourly rate agreed in advance.

The diagnostic is one week and one payment. Project Partner is month to month: the plan runs 90 days and you decide at the end of each month whether there is another one. No annual contract, no notice period.

No, and I would be careful with anyone who does, because the result depends on decisions your team makes after I leave the room. What I commit to is the scope and the dates. If I think an objective is not reachable with the resources you have, I will tell you in the diagnostic rather than after you have paid for three months.