Portfolio — Fractional COO engagement Turning Data Chaos Into Operational Clarity for a B2B SaaS at Series A A US-based SaaS company had closed a Series A with no coherent view of its own business. Data lived across four tools, the north star metric had never been defined, and the CEO was spending hours each week manually compiling a board report no one trusted. This engagement built the entire metrics infrastructure from scratch — north star, metric tree, dashboards, and reporting cadence.

The challenge

The company had just closed a Series A and the board was asking for metrics the founding team couldn't reliably produce. Revenue was growing, but no one could confidently answer the questions that mattered most — what is the churn rate, what is driving activation, which customer segments are most valuable. Data existed, but it was scattered across Stripe, HubSpot, Intercom, and a tangle of spreadsheets that different people maintained differently. Every Monday, the CEO spent the better part of a morning pulling numbers together for a weekly update that still felt unreliable. Underneath the data fragmentation was a deeper problem: there was no agreed north star metric, no shared language for what "good" looked like, and no accountability structure around performance. Each team was tracking different things, drawing different conclusions, and making decisions in isolation.

Approach

I came in as a fractional COO with a focused remit: give this company the operational visibility it needed to scale with intention. I started with a metrics audit — mapping every data source, every report being produced, and every question the leadership team was trying (and failing) to answer. From there, I worked with the CEO and functional leads to define the north star metric and build out the full metric tree that sat beneath it. With alignment on what mattered, I consolidated the data infrastructure, built the dashboards, and redesigned the reporting cadence from the ground up.

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Key deliverables

• Metrics audit — full mapping of existing data sources, reports, and tracking gaps; identified where data was duplicated, inconsistent, or simply missing
• North star metric & metric tree — facilitated alignment across the leadership team on a single north star metric and built the supporting tree of leading and lagging indicators by function
• Data consolidation — integrated Stripe, HubSpot, and Intercom into a single source of truth, eliminating manual pulls and conflicting numbers across tools
• Company & team dashboards — built three live dashboards: company-level (north star + key SaaS metrics), team-level (Sales, CS, Product), and board-level (investor-ready view of business health)
• Automated board report — replaced the manual weekly compilation with a fully automated report pulling live data, reducing preparation time from hours to minutes
• Reporting cadence & ownership — defined who owns what metric, at what frequency, and what the expected action is when a metric moves outside target range
• Leadership enablement — ran working sessions with the full leadership team to embed the framework, build comfort with the dashboards, and ensure the system would outlast the engagement

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Results

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Skills applied