Org design & scaling.

The situation

Org charts in growing companies are usually archaeology: layers of decisions made under pressure, never revisited. One manager has fifteen reports, another has two. Titles mean different things in different teams. A new country gets added and suddenly nobody is sure who approves what.

Growth exposes all of it. The same decisions take more meetings, accountability blurs, and good people leave because their role stopped making sense.

What it looks like in practice

• A post-funding plan to double headcount, with no shared view of what the structure should look like at the end of it
• Two teams doing overlapping work because they were hired at different times by different leaders
• A first international expansion where employment rules, titles, and reporting lines are being improvised
• Promotion cycles that feel arbitrary because there are no levels to calibrate against

How I help

I help you design the organisation for the stage you are heading into, not the one you are leaving. That means design principles first, then structure options with real trade-offs, then the unglamorous machinery that makes it stick: levels, spans, role clarity, and a transition plan that does not break the quarter.

Multi-country design is a particular strength. I have led teams across geographies and know where the traps are: entity choices, local norms, and the coordination cost nobody budgets for.