Chris Pew

I help growing companies turn good strategy into consistent execution.

Throughout my career, I%27ve been brought into organizations where growth exposed problems in the operating model—poor data, broken processes, unclear accountability, the wrong people in the wrong roles, or leadership teams making decisions without a shared view of the business. I specialize in finding the systemic problem underneath those symptoms and building the operating infrastructure to fix it.

At Benefits Science Technologies, I led a transformation that took a chaotic six-week client implementation process involving four people and turned it into a largely automated 45-minute process that one person could complete with built-in quality controls. I also led teams of up to 25 people and helped scale the company from roughly 15 to 60 employees.

At Publicis Sapient, I built an executive intelligence platform that unified 5+ fragmented data sources and ultimately supported 10+ senior executives and roughly 300 active users. I also built a workforce and profitability model that executives used directly with the CEO to evaluate staffing, pricing, utilization, and geographic strategy.

That%27s the kind of work I bring to a fractional COO or board relationship: I don%27t come in simply to manage what%27s already there. I help leadership understand what is actually happening, identify what%27s preventing the company from executing its strategy, and build the systems, teams, and accountability needed to make that strategy repeatable and scalable.