Shamil H
Fractional COO. I build ops that run without you
New to Contra
Shamil is ready for their next project!
A lot of founders read Traction or Get A Grip and feel immediate relief. Not because the ideas are revolutionary.
Because for the first time, someone has described exactly why the business feels heavier than it should.
The issue is rarely effort. It is usually this: The company is still being held together by founder memory, founder decisions, founder intervention, and founder energy. That is not scale. That is dependency disguised as leadership.
This is why Gino Wickman’s work matters. Across Traction, Get A Grip, Rocket Fuel, and What the Heck is EOS?, the message is consistent: A business cannot scale properly without a real operating system. Not motivational language. Not scattered SOPs. Not another tool stack.
A real operating system. One that brings structure to six core areas: Vision. People. Data. Issues. Process.
Traction. The problem is not that founders do not understand these ideas. The problem is that most businesses do not know how to install them cleanly.
That is where I tend to come in. I help founder-led companies translate EOS-style principles into actual operating structure:
— leadership cadence
— KPI scorecards
— role and accountability clarity
— issue-solving rhythm
— execution architecture
— reduced founder bottlenecking
Not as a theory. As an operating discipline. Because reading Traction does not solve founder dependency. Installing the right structure does. And that is usually the difference between a company that is “working hard” and a company that is actually getting traction.
#EOS #Traction #GetAGrip #GinoWickman #FounderLed #Operations #BusinessSystems #FractionalCOO #Execution #OperationalClarity
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People Operations & Governance Framework for a multi-entity enterprise organisation of 200+ people. It outlines an enterprise-grade people operations architecture designed to standardise governance, reporting lines, role standards, leveling, feedback cadences, manager responsibilities, and organisational accountability across multiple business units and countries.
Defined a five-pillar framework covering governance and structure, role standards, leveling, feedback systems, and the manager operating model, with the goal of reducing inconsistency, title inflation, poor calibration, fragmented people policies, and governance drift across the organisation.
Operational systems implemented
- Enterprise reporting architecture
- Span-of-control governance model
- Decision-rights framework
- Cross-business-unit leadership cadence
- Role titles and banding consistency model
- Individual contributor and management levelling framework
- Performance feedback cadence system
- Quarterly calibration process
- Compensation review workflow
- Manager operating standards and responsibility boundaries
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Deliverable focused on designing and implementing an Org Structure & Role Clarity System for a founder-led service or agency business scaling from 15 to 30 people. It presents a diagnostic-to-implementation framework that addresses structural issues such as too many direct reports to the founder, undefined roles, lack of accountability, department confusion, and slow onboarding.
Actions Taken - Redesigned organisational model, a role clarity and responsibility matrix, and a phased 90-day implementation roadmap to move the business from founder-dependent execution to a structured departmental operating model with clear ownership, escalation paths, and leadership accountability.
Operational systems implemented
- Organisational structure audit
-Role clarity and accountability matrix
- Department-based org redesign
- Team lead layer and span-of-control restructuring
- Escalation protocol
- Department KPI ownership model
- Weekly department stand-up cadence
- Cross-department handoff process
- Onboarding clarity framework
- 90-day structural implementation roadmap
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The following show cases how a board-ready operating system was built in 12 days for a 1,800-unit cooperative with 80+ staff and $22M in capital projects. The video covers transition planning, governance setup, KPI reporting, communications structure, performance forecasting, and growth opportunity identification
Operational systems/frameworks implemented
- 30-60-90 day leadership transition roadmap
- Staff reporting hierarchy and accountability model
- Weekly department head operating cadence
-Monthly board KPI pack and dashboard structure
- 4-channel communications framework
- Capital project governance templates
- Vendor accountability and milestone matrix
- Risk escalation protocol and issue log
- 12-month performance forecast model
- Growth opportunity assessment framework
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Deployed as Governance & Operations Architect for a large-scale Brazil manufacturing branch in the agricultural infrastructure sector.
Delivered a board-level Administrative Governance Blueprint quantifying R$18M–R$23M in Year-1 financial impact, redesigning the administrative operating model and producing a CEO-ready 90-day execution roadmap — transforming governance from personality-driven fragility to institutionalised, scalable discipline.
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