Orchestrate Ops Solutions

You have outgrown running everything through the founder.

The business is working. That is exactly why the old operating model is no longer enough. Decisions bottleneck. Priorities compete. Important work lives between functions. The founder remains the routing system for context, judgment and follow-through. You do not need bureaucracy. You need enough operating structure for the company to carry its own weight.

What we build

The minimum viable operating system for the stage you are entering.

Not a generic playbook. Not an SOP factory. We diagnose where growth is creating friction, then build only the operating structure the business needs next.

Priority architecture

What matters now, what does not, how work is sequenced and how the company stays aligned when new demands arrive.

Decision infrastructure

Who decides what, what needs escalation, what information leaders need and how important decisions are carried forward.

Operating cadence

The leadership rhythm: planning, reviews, meetings and cross-functional follow-through that turn strategy into repeatable execution.

Ownership and accountability

Clear owners, dependencies, deadlines and escalation paths so work does not quietly disappear between teams.

Founder and executive leverage

Move the right work off leadership’s desk without losing visibility, judgment or control.

Scale foundations

Lightweight hiring, onboarding, documentation, vendor, finance/admin and workflow infrastructure before growth exposes the gaps.

How we work

Diagnose. Build. Operate. Hand off.

We work inside the reality of the business long enough to make the operating model real, not theoretical. The goal is not more process. The goal is a company that can carry more of its own weight.

Diagnose the friction

Map where decisions stall, founder time is being consumed, ownership blurs and cross-functional work breaks down.

Design the operating layer

Build the minimum structure the company needs now, not the structure a much larger organization may need later.

Operate it with you

Run the rhythms, move the cross-functional work, strengthen executive leverage and make the system hold under real conditions.

Transfer the capability

Clarify permanent ownership, document what matters and either hand the system back to the team or remain embedded where senior operating support is still valuable.

Ways to work with us

Enter where the business actually needs us.

Some companies need a concentrated operating reset. Some need a recurring leadership rhythm. Some need a senior operator inside the work for a season. We scope around the problem, not a menu of tasks.

Focused intervention

Operating Architecture Sprint

For a founder or leadership team that knows the company is becoming harder to run and needs clarity before adding headcount.

Operating diagnostic and founder bottleneck map
Priority, decision and ownership architecture
90-day operating blueprint

Recurring rhythm

Private Operating Room

A senior operating cadence for leaders who need a place to step out of delivery, look at the whole company and turn difficult decisions into owned action.

Prepared quarterly or monthly working sessions
Strategy, priorities, risks and execution reviewed together
Decision log, owners, dates and follow-through

Embedded operating support

Operating Partner

For a season of scale, leadership transition, major client, fundraise, launch or organizational complexity where advice from across the table is not enough.

Founder and executive leverage
Cross-functional execution and operating cadence
Systems, accountability, handoff and permanent ownership

For venture studios, accelerators and investors

Capital and domain expertise do not automatically create an operating company.

The same gap appears repeatedly after company formation: a technically strong founder is building product, customers and market while the organization around them is still being invented in real time. We provide senior operating capability before every venture is ready to hire it permanently.

Reduce avoidable execution riskBuild the operating bones before the company is forced to retrofit them under pressure.

Increase founder leverageKeep founders focused on the work only they can do while the organization around them becomes more capable.

Create repeatable company-building infrastructureGive portfolio companies access to experienced operators without prematurely building a full executive layer in each one.

Who we are

Two operators. Two forms of leverage.

One side of the work is the operating system around the company. The other is the leverage around the executive. Orchestrate Ops was built to do both.

Operating architecture & organizational leverage

Jasmina Halimic

Jasmina has spent two decades working across global finance, private equity, cybersecurity, international organizations and founder-led businesses, including Morgan Stanley, Apollo Global Management, Blackpoint Cyber and Avaaz. Her strength is seeing the whole operating system, where decisions stall, ownership blurs, functions disconnect and leadership attention gets consumed, and creating the structure that turns complexity into coordinated execution.

Strategy, capital & operating leadership

Sarah Gjimaraj

Sarah has built her career inside the rooms where capital and operations meet: investment firms including Two Sigma and TPG, a Cleveland Clinic biotech spinout, and operations leadership for an EU-funded organization working across the Balkans. She has run operating functions for companies that were still being invented, which is the stage most founder-led businesses are actually in. Her strength is turning a leadership team’s intent into a plan the company can execute: setting priorities, sequencing decisions, aligning stakeholders and making sure the follow-through holds under real conditions.

Together, we build both sides of the operating layer: the organization around the leader, and the leverage around the leadership team.

Straight answers

What founders actually ask us.

Are you consultants?

Not in the traditional sense. We do not hand over a deck and leave. We diagnose the operating problem, build the structure, run it with you long enough to make it real, and transfer the capability when the company is ready to own it.

Is this the same as hiring a Chief of Staff?

Sometimes we function that way. Sometimes the problem is broader. The point is not to force the company into a title; it is to give the business the senior operating capability it needs before permanent executive headcount makes sense.

How early is too early?

If everything still runs comfortably through the founder and the team is not yet experiencing cross-functional friction, you may not need us. We are most useful when growth is beginning to expose the limits of informal execution.

Do you build SOPs and systems?

Yes, when they solve the operating problem. But SOPs are implementation tools, not the product. We start with priorities, decisions, ownership, cadence and founder leverage, then build the processes required to support them.

Do you work with venture-backed companies?

Yes. Venture studios, accelerators and investors can also engage us to support portfolio companies during the gap between company formation and a permanent operating function.

Start here

Tell us where growth is making the company harder to run.

We will tell you honestly whether the problem needs an operating sprint, a recurring leadership rhythm, embedded operating support, or none of the above.