Orchestrate Ops Solutions | Quarterly board meetings for founder-led service businesses

The gap

You built a real company. Nobody made you stop and look at it.

A business past a million dollars is a real company. It has clients who depend on it, people who are paid by it, and decisions inside it that cost real money when they go wrong. Public companies at this size are required to convene a board four times a year. Venture-backed companies get one whether they want it or not.

You built yours without outside money, so nobody ever handed you that. There is no quarter where someone makes you close the laptop, put the whole business on the table, and decide.

So the year goes by in the work. The decision you keep meaning to make is still unmade in December. The client who is quietly draining the company is still on the roster. The plan you wrote in January was never revisited, because nobody was ever going to ask you about it.

You can run the meeting alone. Plenty of founders try. But a board of one is still just you, in your own head, with the same information you had last quarter.

of women-owned businesses ever reach a million in revenue. You did.

Forbes, 2024

117,060

US businesses crossed a million with no payroll at all. Built, and carried, by one person.

U.S. Census Bureau, 2023

1 in 5

companies above a million in revenue is woman-owned. Almost none of them has a board.

NAWBO

You will know this is for you if any of these are true:

Everyone comes to you with their questions. You have nowhere to take yours.
The business got bigger, and running it got lonelier.
There is a decision you have been circling for months, and it is still circling.
You could not take two real weeks away without the company feeling it.
You are excellent at the work, and nobody ever taught you to run a company. You learned by carrying it.

If you nodded at even one, the rest of this page is yours.

What happens in the room

The agenda, in the order it has to run.

This is the sequence we use in every board meeting we hold. It is also the sequence used in the rooms we sat in for years, running operations for leaders at top firms. Take it and run it yourself if you like. We would rather you had it than not.

Quarterly board meeting, standing agenda Ninety minutes, four times a year

The honest numbers

Revenue, pipeline, what was sold, what was collected, and where your hours actually went. Gathered before the meeting so nobody is remembering out loud. No narrative yet, just the facts on the table.

What worked, what drained you, and what it is costing you

You are the founder and the operator, so we look at the business and the life it runs on together. What is quietly eating your evenings. Where the company has drifted from the reason you started it. The thing draining the founder is usually the thing quietly capping the company, and we name it out loud.

The strategy, from 3,000 feet to tomorrow

Where you are, where you are going, and the path between them. The long range direction for the next one to two years, the short range priorities for the quarter ahead, and what you do tomorrow morning, all connected so every week builds toward something instead of just passing.

The decisions and the actions

Two or three decisions that matter, never ten, each written down with an owner and a date, and each broken into clear, actionable steps for the next quarter that build toward the plan. Deciding is the entire point of the meeting. Everything before this is preparation for it.

The commitment

The first agenda item of your next meeting is what you committed to in this one. That single habit, someone returning to your commitments on a schedule, is most of what large companies get from governance and most founders never experience.

You keep every decision. We make sure they get made. You leave every meeting with actions on paper, never with a warm feeling and nothing to do.

What you are paying for

Why a founder does this, and what she gets back.

A strategy in motion, with the steps to move it

Every quarter ends with the plan advanced: long range direction confirmed or corrected, priorities set for the next ninety days, and concrete actions with an owner and a date on each. You get an equal partner in your corner who built the plan with you and works it forward with you, quarter after quarter.

Execution reviewed against plan, every quarter

Each meeting opens with last quarter’s commitments and what happened to them. Progress is measured against the plan, slippage is named, and the plan is corrected with real information. This is standard governance at every serious company, applied to yours: execution reviewed on a schedule, by someone with the standing to ask.

A senior operator on your side of the table

We ran operations for leaders at top firms. We bring our own judgment to your decisions, and we will disagree with you when the numbers say to. Every decision stays yours. You just stop making them alone.

What partnering with a senior operator looks like

After the first meeting

We know your numbers, your strategy is on paper, and your first actions are set with owners and dates. You have a partner who has seen the whole business and has a stake in the plan.

Every quarter after

We arrive prepared, having done the work on your business before you walk in. We open with your commitments, read your trends, push back where the numbers say to, and advance the plan with you.

By the fourth

You are running your company with a senior operator who knows it almost as well as you do, and who has held you to a year of decisions. That is what leaders at the top have. Now you do.

What we will not promise: a revenue number. Anyone who guarantees you one from across a table is guessing with your money. What we promise is a working partnership with a senior operator: the preparation, the judgment, and the follow-through, because those are ours to give.

Ways to work with us

Start with a day. Or start with a year.

Three ways in, and they build on each other. Prices are here because you should not have to sit through a sales call to learn what something costs. We hold every meeting personally, which is why the number of seats is finite.

Once

Annual Planning Intensive

$6,500

One full working day on your business: the honest numbers, the strategy mapped from 3,000 feet down to next week, and an annual plan with actions, owners, and dates. The right entry point for a company under a million, and the annual planning cycle established companies return for every year.

Pre-work and a full review of your numbers
One working day, together
A written plan you can actually run
No ongoing commitment

Ask about a day

Annual, four meetings

Private Board

$12,000 a year, billed quarterly

The governance layer for your company: we sit as your board four times a year, set the strategy with you, and review execution against plan across the whole year.

Four quarterly board meetings
A prepared board deck for each one
Strategy set from 3,000 feet down to the quarter
Decisions and actions with owners and dates
Execution reviewed against plan, every quarter
Us in every meeting, personally, all year

Ask about a seat

Annual, with access

Private Board, Plus

By conversation

For companies moving fast enough that decisions cannot wait for the quarter: the full board cadence, plus monthly working sessions and direct access in between.

Everything in the Private Board
Monthly working sessions
Direct access between meetings
Limited, because the access is real

Ask about access

The fourth way in

When the moment is bigger than a meeting.

Some seasons need more than a board. A fundraise. A client that doubles the company. The quarter everything changes at once. In those moments a founder needs a senior operator inside the work with her, not advice from across a table.

For exactly those seasons, we engage as your fractional Chief of Staff. We spent our careers running operations for leaders at the top, and we carry the operational weight of the big thing until it lands. Depending on the moment, one of us steps in, and for the largest engagements you get both of us. You stay the founder. We run the operation beside you.

This is senior time and we do the work personally, so engagements are limited and taken by application.

Apply for a fractional engagement

Is this you

We would rather tell you now than take your money.

A board only works when the business is far enough along to have decisions worth convening over. Here is who we do this well for, and who we do not.

	This is built for
✓	A founder-led service business, roughly one to three million dollars.
✓	A small team of contractors or juniors, and nobody senior enough to disagree with you.
✓	Bootstrapped, so no investor ever gave you a board.
✓	Three or more years in, past survival and before your first senior operations hire.
✓	You are still both the chief executive and the most valuable person in delivery.
	This is not for you yet
○	Under a million. A full board partnership is early for you, so start with the Annual Planning Intensive: one day, the whole year planned.
○	Venture-backed. You already have a board, and a different set of problems.
○	Past five million with a chief operating officer already inside the business.

Who we are

Two operators who ran the rooms before we built our own.

Sarah Gjimaraj

Co-founder

Sarah is the strategist who turns disorder into direction. She built her career inside the fast worlds of startups, finance, and biotech, partnering with founders and executives at firms like Two Sigma, TPG Growth, Roc Capital, a Cleveland Clinic biotech spinout, and running operations for a European Union grant recipient in the Balkans. She has sat on the winning team for fundraises culminating over a billion raised.

She has watched, from inside the room, what a disciplined quarterly rhythm does to a company, and she brings that standard to founders building on their own terms. She is also a proud mother of two, so she knows what building a business around a full life actually takes.

Jasmina Halimic

Co-founder

Jasmina is the operator founders call when complexity needs to become flow. A former opera singer, she brings a performer’s precision and a conductor’s calm to the business of getting things done. For over two decades she ran the show behind Presidents and C-Suite leaders at firms like Apollo Global Management and Morgan Stanley, then did the same for fast growing startups and nonprofits as a fractional Chief of Staff.

You should have a Chief of Staff long before your revenue can justify the salary. For the seasons where you truly need one, that is us.

What the people we serve say

From day one, Sarah was the anchor in the middle of it all. She navigated everything from government negotiations and cross-functional coordination to compliance and financial oversight with precision, calm, and a sense of ownership that never wavered. Nothing slipped through the cracks, because she simply did not allow it to.
Entrepreneur, European Hospitality

Jasmina’s strategic thinking, analytical skills, and attention to detail have been instrumental in guiding numerous companies towards achieving their goals and overcoming challenges. Her ability to identify opportunities for growth and improvement, coupled with her excellent communication and interpersonal skills, make her a trusted advisor for any organization seeking to enhance their performance.
Partner, Venture Capital

Her sharp strategic thinking and deep operational expertise have been game-changers for my company’s growth. She does not just offer advice, she delivers actionable solutions that scale complex processes seamlessly. Her professionalism, integrity, and unwavering commitment to results make her an invaluable partner for any founder ready to elevate their business.
CEO and Founder, Series A SaaS Startup

Straight answers

What founders actually ask us.

What is a board meeting, actually?

We put your whole business on the table. The honest numbers. What worked, what drained you, and what it is costing you. The strategy, from 3,000 feet down to tomorrow. Then two or three decisions that matter, each broken into actionable steps with an owner and a date, and the next quarter opens with what you committed to. This is a working meeting, and you leave with actions on paper.

Why is the Private Board an annual commitment?

Because one meeting is advice, and four are a governance cycle. The value is in the rhythm: execution reviewed against plan quarter after quarter, trends read across the year, and a partner who carries the context forward. That compounding cannot happen in a single meeting, which is why we do not sell single meetings. The one exception is the Annual Planning Intensive, which is a single day by design.

Who is the Annual Planning Intensive for, and who is the Private Board for?

The Intensive is one day and open to any founder who wants the year planned properly. It is the right entry point for a company under a million, and established companies use it as their annual planning cycle. The Private Board is the year-round partnership, built for founder-led service businesses roughly between one and three million. Many clients start with the day and move to the board once the plan needs someone reviewing execution against it.

How is this different from a coach or a consultant?

A coach asks you questions. A consultant hands you a strategy and leaves. We ran operations for leaders at the top, so we stay: we sit as your board, we produce the deck and the decision log, and we return next quarter to ask what happened. The paper trail is the difference. You will always know what was decided, who owns it, and by when.

Is this only for bigger companies?

That is exactly the problem we exist to fix. Large companies are required to have a board, and funded startups get one with the check. The founder building a real business on her own money needs the discipline more and never receives it. If your business is roughly one to three million and you have no one senior to decide with, you are precisely who this is for.

What happens in the Annual Planning Intensive?

Before the day, you share your numbers and answer a short set of questions. Then we spend one full working day together: the honest numbers, the strategy mapped from 3,000 feet down to what you do next week, and a written annual plan with actions, owners, and dates that you leave with.

Can you help me decide which is right?

Yes. Ask for fifteen minutes in the form below and we will talk it through on the phone. No pitch, no slides, and if the honest answer is that you do not need us yet, we will say so on the call.

Will you sign an NDA or CDA?

Absolutely. Confidentiality is of the utmost importance to us. We spent our careers inside rooms where discretion was the job, and we will sign yours or provide ours before you share a single number.

How does the fractional work start, and why is it by application?

We do the work personally rather than through a team, so we take only a few engagements at a time and decline more than we accept. Depending on the moment, one of us steps in, and for a particularly big engagement you get both of us. The application is one note telling us about your business and the moment you are in: the fundraise, the major client, the season of scale.

How do we start?

We talk, in writing first. You tell us what you are carrying and what is coming. If a quarterly board is the fit, we start there. If the moment is bigger than that, we step in. The first move is a note through the form below, or fifteen minutes on the phone with us if you would rather talk it through. We will answer personally and honestly, including when the honest answer is that you do not need us yet.

Start here

Tell us what you are carrying. We will tell you honestly if we fit.

Send us a note and we read it ourselves, or ask for fifteen minutes on the phone. Either way you hear back from one of us personally.

Thank you. Your note is with us, and one of us will reply personally, usually within one business day.

Or take fifteen minutes with us

If you are torn between the ways in, or simply want to hear our voices before you decide anything, we will find fifteen minutes to talk it through. No pitch, no slides, and if the honest answer is that you do not need us yet, we will say so on the call.

Ask for it in the form, or write to us directly and suggest two times that suit you.

Ask for fifteen minutes

Every company your size has a board behind it, and an operator beside it. You’re doing both alone.