A founder-led fintech operated almost entirely from the founder's head. I built the go-to-market and customer success operation around him: the information architecture, a weekly operating cadence across a 15-account book of business, and AI workflows that turned a day and a half of manual review into an afternoon. A seven-person team now runs like twenty, and he's back on product vision.
No customer success function existed while enterprise relationships were on the line. I mapped the client lifecycle, defined what a healthy account looks like, and stood up a weekly cadence so nothing goes unreviewed for more than a week, on deals from $15k to $375k.
I co-founded a consultancy with no systems and, over seven years, built it into a structured services business: pricing and unit economics, scoping and contracts, and capacity planning across many concurrent client sprints, run by two partners and a trusted subcontractor bench.
As employee #2 at Calendly, I took reactive support off the CEO's plate, hired and trained the first customer success team, and helped grow the business from $0 → ~$4M ARR.
Lean, ambitious, founder- and creative-led companies: the kind doing work that's personal and expertise-driven. My title flexes to what you need (fractional operator, ops and program lead, right hand). The constant is that I take the operational weight off you.
You get an extremely competent senior operator who takes the operational backbone off your plate, for exactly the scope you need.
I built this because I needed it and couldn't find it. While my business partner and I were writing our book, we spent close to a year trying to hire someone senior enough to hand our client work to, someone whose quality bar matched ours, who we'd trust with the relationships, not just the tasks. We never found her. So now I'm her.
If something important is riding on your operations right now, or you know someone in that spot, email me: hey (at) clairesuellentrop (dot) com.