FRACTIONAL CHIEF OF STAFF · FOUNDER-LED B2B SOFTWARE
Get back to the work
only you can do
Success built your company. It also outgrew the system that runs it. I rebuild the operating system underneath the business so your leadership team executes, decisions happen at the right level, priorities move without constant intervention, and your attention returns to customers, strategy, and growth.
Thirty minutes. No slides, no pitch, and an honest answer either way.
FRACTIONAL CHIEF OF STAFF · FOUNDER-LED B2B SOFTWARE
Get Back to the Work
Only You Can Do
Success built your company. It also outgrew the system that runs it. I rebuild the operating system underneath the business so your leadership team executes, decisions happen at the right level, priorities move without constant intervention, and your attention returns to customers, strategy, and growth.
Thirty minutes. No slides, no pitch, and an honest answer either way.
RHEA ADVISORY
Get Back to the Work
Only You Can Do
Success built your company. It also outgrew the system that runs it. I rebuild the operating system underneath the business so your leadership team executes, decisions happen at the right level, priorities move without constant intervention, and your attention returns to customers, strategy, and growth.
Thirty minutes. No slides, no pitch, and an honest answer either way.
THE PATTERN
Growth created complexity. complexity found its way back to your desk
Your company has outgrown the system that built it. As your business grows, complexity increases, decisions slow, and accountability becomes inconsistent. Leadership meetings produce more discussion than progress, priorities stall between meetings, and the calls that matter find their way back to you.
The cost isn't just your time. Growth slows. Opportunities wait. Strong leaders become dependent on you. Strategic priorities slip. And the bigger the company gets, the more expensive that operating friction becomes.
Not because your people aren't capable. Because the business is still running on a system built for a much smaller company.
SEVEN OPERATING DOMAINS
1
Strategic alignment
2
Decision-making friction
3
Signal integrity and visibility
4
Cross-functional alignment
5
Capacity and commitment
6
Executive leverage
7
Organizational design
I examine how a company actually operates across these seven domains. These are the seven places I look to find where execution is breaking down, why decisions keep coming back to you, and what needs to change for the business to scale without adding unnecessary complexity.
THE PATTERN
Growth Created Complexity. Complexity Found Its Way Back to
Your Desk.
Your company has outgrown the system that built it. As your business grows, complexity increases, decisions slow, and accountability becomes inconsistent. Leadership meetings produce more discussion than progress, priorities stall between meetings, and the calls that matter find their way back to you.
The cost isn't just your time. Growth slows. Opportunities wait. Strong leaders become dependent on you. Strategic priorities slip. And the bigger the company gets, the more expensive that operating friction becomes.
Not because your people aren't capable. Because the business is still running on a system built for a much smaller company.
SEVEN OPERATING DOMAINS
1
Strategic alignment
2
Decision-making friction
3
Signal integrity and visibility
4
Cross-functional alignment
5
Capacity and commitment
6
Executive leverage
7
Organizational design
I examine how a company actually operates across these seven domains. These are the seven places I look to find where execution is breaking down, why decisions keep coming back to you, and what needs to change for the business to scale without adding unnecessary complexity.
THE PATTERN
Growth Created Complexity. Complexity Found Its Way Back to Your Desk.
Your company has outgrown the system that built it. As your business grows, complexity increases, decisions slow, and accountability becomes inconsistent. Leadership meetings produce more discussion than progress, priorities stall between meetings, and the calls that matter find their way back to you.
The cost isn't just your time. Growth slows. Opportunities wait. Strong leaders become dependent on you. Strategic priorities slip. And the bigger the company gets, the more expensive that operating friction becomes.
Not because your people aren't capable. Because the business is still running on a system built for a much smaller company.
SEVEN OPERATING DOMAINS
1
Strategic alignment
2
Decision-making friction
3
Signal integrity and visibility
4
Cross-functional alignment
5
Capacity and commitment
6
Executive leverage
7
Organizational design
I examine how a company actually operates across these seven domains. These are the seven places I look to find where execution is breaking down, why decisions keep coming back to you, and what needs to change for the business to scale without adding unnecessary complexity.
HOW THE WORK IS STRUCTURED
Three engagements,
in sequence
Each one earns the next. Nothing is sold before the problem is named.
1
The Founder
Conversation
Complimentary · 30 minutes
A private working conversation. I listen for which of the seven operating failure patterns is present in your business, and I tell you plainly whether this is a fit for both of us.
2
The Operating Diagnostic
$8,500 fixed · 3 weeks
At the end of three weeks, you'll know where execution is breaking down, what it's costing the business, what needs to change first, and what your team can fix without outside help. Credited in full toward the Partnership.
3
The Operating Partnership
$10,000 / month · 6 months
The goal is not simply a better operating cadence. It's a leadership team that executes without constant intervention, faster decisions, clear accountability, priorities that actually move, and a founder who gets back to leading the company. The engagement is built to end: a company that runs without me, and without you carrying it.
Engagements conclude with an optional continuity arrangement through the Executive Office.
HOW THE WORK IS STRUCTURED
Three Engagements,
in Sequence
Each one earns the next. Nothing is sold before the problem is named.
1
The Founder Conversation
Complimentary · 30 minutes
A private working conversation. I listen for which of the seven operating failure patterns is present in your business, and I tell you plainly whether this is a fit for both of us.
2
The Operating Diagnostic
$8,500 fixed · 3 weeks
At the end of three weeks, you'll know where execution is breaking down, what it's costing the business, what needs to change first, and what your team can fix without outside help. Credited in full toward the Partnership.
3
The Operating Partnership
$10,000 / month · 6 months
The goal is not simply a better operating cadence. It's a leadership team that executes without constant intervention, faster decisions, clear accountability, priorities that actually move, and a founder who gets back to leading the company. The engagement is built to end: a company that runs without me, and without you carrying it.
Engagements conclude with an optional continuity arrangement through
the Executive Office. Request a Conversation
HOW THE WORK IS STRUCTURED
Three Engagements,
in Sequence
Each one earns the next. Nothing is sold before the problem is named.
1
The Founder
Conversation
Complimentary · 30 minutes
A private working conversation. I listen for which of the seven operating failure patterns is present in your business, and I tell you plainly whether this is a fit for both of us.
2
The Operating Diagnostic
$8,500 fixed · 3 weeks
At the end of three weeks, you'll know where execution is breaking down, what it's costing the business, what needs to change first, and what your team can fix without outside help. Credited in full toward the Partnership.
3
The Operating Partnership
$10,000 / month · 6 months
The goal is not simply a better operating cadence. It's a leadership team that executes without constant intervention, faster decisions, clear accountability, priorities that actually move, and a founder who gets back to leading the company. The engagement is built to end: a company that runs without me, and without you carrying it.
Engagements conclude with an optional continuity arrangement through the Executive Office. Request a Conversation
THE OPERATOR
Judgment built over 28 years inside serious engineering organizations
12 → 110
analytics organization
scaled in 18 months
20% → 90%
delivery capability
moved in-house
$620M
technology portfolio
governed
$1.5B
contractual exposure
mitigated
I'm Sean Rhea. Twelve years at Dell, three at AMD, and thirteen at General Motors, moving from software engineering through program leadership into three Chief of Staff appointments. The numbers above are work I did, not budgets I watched: I built the org structure and hiring engine behind the 12-to-110 scale-up, ran the operating model shift that brought delivery in-house, and produced the analysis that took $1.5 billion of contractual exposure off the table. The discipline started earlier, as a crew member on Marine One in the United States Marine Corps, where "everything reports green" is not an acceptable answer.
THE OPERATOR
Judgement Built Over 28 Years Inside Serious Engineering Organizations
12 ❯ 110
analytics organization
scaled in 18 months
20% ❯ 90%
delivery capability
moved in-house
$620M
technology portfolio
governed
$1.5B
contractual exposure
mitigated
I'm Sean Rhea. Twelve years at Dell, three at AMD, and thirteen at General Motors, moving from software engineering through program leadership into three Chief of Staff appointments. The numbers above are work I did, not budgets I watched: I built the org structure and hiring engine behind the 12-to-110 scale-up, ran the operating model shift that brought delivery in-house, and produced the analysis that took $1.5 billion of contractual exposure off the table. The discipline started earlier, as a crew member on Marine One in the United States Marine Corps, where "everything reports green" is not an acceptable answer
HOW THE WORK IS STRUCTURED
Judgement Built Over
28 Years Inside
Serious Engineering Organizations
12 ❯ 110
analytics organization
scaled in 18 months
20% ❯ 90%
delivery capability
moved in-house
$620M
technology portfolio
governed
$1.5B
contractual exposure
mitigated
I'm Sean Rhea. Twelve years at Dell, three at AMD, and thirteen at General Motors, moving from software engineering through program leadership into three Chief of Staff appointments. The numbers above are work I did, not budgets I watched: I built the org structure and hiring engine behind the 12-to-110 scale-up, ran the operating model shift that brought delivery in-house, and produced the analysis that took $1.5 billion of contractual exposure off the table. The discipline started earlier, as a crew member on Marine One in the United States Marine Corps, where "everything reports green" is not an acceptable answer
FROM THE RECORD
What the people I've worked with say
“
Sean quickly became one of the most trusted voices in our executive team. He didn't come in with generic recommendations. He understood the operational realities, challenged our assumptions, and helped us make better decisions faster. His experience operating at the executive level gave us confidence that every recommendation was grounded in real-world execution.
Michael Reynolds
CEO, Mid-Market Technology Company
“
We brought Sean in during a period of rapid growth when our supply chain and operations were beginning to strain. Within weeks, he identified issues our internal team had been living with for years. More importantly, he gave us a practical roadmap that improved execution without disrupting the business. His ability to balance strategy with operational detail is rare.
Jennifer Collins
Chief Operating Officer, PE-Backed Software Company
“
Sean has the ability to simplify complex operational challenges and align executives around the decisions that matter most. He earned credibility with our leadership team almost immediately because he speaks from experience, not theory. His guidance helped us improve supplier performance, strengthen our operating rhythm, and prepare for our next stage of growth.
David Thompson
Managing Director, Private Equity Portfolio Company
FROM THE RECORD
What the People I've Worked With Say
“
"Sean quickly became one of the most trusted voices in our executive team. He didn't come in with generic recommendations he understood the operational realities, challenged our assumptions, and helped us make better decisions faster. His experience operating at the executive level gave us confidence that every recommendation was grounded in real-world execution."
Michael Reynolds
CEO, Mid-Market Technology Company
“
"We brought Sean in during a period of rapid growth when our supply chain and operations were beginning to strain. Within weeks, he identified issues our internal team had been living with for years. More importantly, he gave us a practical roadmap that improved execution without disrupting the business. His ability to balance strategy with operational detail is rare."
Jennifer Collins
Chief Operating Officer, PE-Backed Software Company
“
"Sean has the ability to simplify complex operational challenges and align executives around the decisions that matter most. He earned credibility with our leadership team almost immediately because he speaks from experience, not theory. His guidance helped us improve supplier performance, strengthen our operating rhythm, and prepare for our next stage of growth."
David Thompson
Managing Director, Private Equity Portfolio Company
FROM THE RECORD
What the People I've Worked With Say
“
"Sean quickly became one of the most trusted voices in our executive team. He didn't come in with generic recommendations he understood the operational realities, challenged our assumptions, and helped us make better decisions faster. His experience operating at the executive level gave us confidence that every recommendation was grounded in real-world execution."
Michael Reynolds
CEO, Mid-Market Technology Company
“
"We brought Sean in during a period of rapid growth when our supply chain and operations were beginning to strain. Within weeks, he identified issues our internal team had been living with for years. More importantly, he gave us a practical roadmap that improved execution without disrupting the business. His ability to balance strategy with operational detail is rare."
Jennifer Collins
Chief Operating Officer, PE-Backed Software Company
“
"Sean has the ability to simplify complex operational challenges and align executives around the decisions that matter most. He earned credibility with our leadership team almost immediately because he speaks from experience, not theory. His guidance helped us improve supplier performance, strengthen our operating rhythm, and prepare for our next stage of growth."
David Thompson
Managing Director, Private Equity Portfolio Company
FROM THE OPERATOR'S DESK
Selected writing
Thinking in public about how founder-led companies actually run. Shared on LinkedIn, archived here.
ON DECISIONS
Why every decision still finds its way back to you
Your leadership team is capable. Your meetings are full. And somehow the calls that matter still wait for you. The problem is not the people; it is the absence of decision rights anyone can name.
ON REPORTING
Everything reports green until it isn't
I learned on Marine One what a status report is for. Most companies learn it the quarter something green turns red overnight. The fix is measurable status criteria, and it costs less than the surprise.
LEADERSHIP & OPERATIONS
Why Execution Stalls
Founders can always tell me what was agreed in Monday's leadership meeting. Almost none can tell me what happened to it by Friday. The meeting is good that's not where it stalls.
FROM THE OPERATOR'S DESK
Selected Writing
Thinking in public about how founder-led companies actually run. Shared on LinkedIn, archived here.
1
2
3
ON DECISIONS
Why Every Decision Still Finds Its Way Back to You
Your leadership team is capable. Your meetings are full. And somehow the calls that matter still wait for you. The problem is not the people; it is the absence of decision rights anyone can name.
ON REPORTING
Everything Reports Green Until It Isn't
I learned on Marine One what a status report is for. Most companies learn it the quarter something green turns red overnight. The fix is measurable status criteria, and it costs less than the surprise.
LEADERSHIP & OPERATIONS
Why Execution Stalls
Founders can always tell me what was agreed in Monday's leadership meeting. Almost none can tell me what happened to it by Friday. The meeting is good that's not where it stalls.
FROM THE OPERATOR'S DESK
Selected Writing
Thinking in public about how founder-led companies actually run. Shared on LinkedIn, archived here.
ON DECISIONS
Why Every Decision Still Finds Its Way Back to You
Your leadership team is capable. Your meetings are full. And somehow the calls that matter still wait for you. The problem is not the people; it is the absence of decision rights anyone can name.
ON REPORTING
Everything Reports Green Until It Isn't
I learned on Marine One what a status report is for. Most companies learn it the quarter something green turns red overnight. The fix is measurable status criteria, and it costs less than the surprise.
LEADERSHIP & OPERATIONS
Why Execution Stalls
Founders can always tell me what was agreed in Monday's leadership meeting. Almost none can tell me what happened to it by Friday. The meeting is good that's not where it stalls.
THE NEXT STEP
Your company shouldn't need you in
every decision
Thirty minutes. An honest read of your situation against the seven operating failure patterns, and a straight answer on whether I can help. If I can't, I will just say that.
Scheduled within one week of request.
FROM THE OPERATOR'S DESK
Your Company Shouldn't Need You in
Every Decision
Thirty minutes. An honest read of your situation against the seven operating failure patterns, and a straight answer on whether I can help. If I can't, I will just say that.
Scheduled within one week of request.
FROM THE OPERATOR'S DESK
Your Company Shouldn't Need You in
Every Decision
Thirty minutes. An honest read of your situation against the seven operating failure patterns, and a straight answer on whether I can help. If I can't, I will just say that.
Scheduled within one week of request.
Fractional Chief of Staff for founder-led B2B software companies, $8M to $30M in revenue.
NAVIGATE
THE ENGAGEMENTS
CONTACT
5900 Balcones Dr., Suite 100, Austin, TX 78731
Fractional Chief of Staff for founder-led B2B software companies,
$8M to $30M in revenue.
NAVIGATE
THE ENGAGEMENTS
CONTACT
5900 Balcones Dr., Suite 100 Austin, TX 78731
Copyright 2026. Sean Rhea Advisory LLC. All Rights Reserved.