Recently, I partnered with Strategic Consultant Rae Serrano on a 120-day growth project that brought together both of our strengths in a very intentional way.

Rae has a deep background in business operations and strategic growth. She defines the overarching vision and direction, while I focus on operations implementation and management. Together, we support clients in clarifying their offers, structuring programs, building workflows, and creating systems that make delivery smoother, more cohesive, and more sustainable. Our shared goal is simple: to help their business grow in a well-thought-out, stable, and scalable way.

In this particular project, our client runs a youth-focused program. Here is a peek at the kind of work Rae and I do together behind the scenes:

We began with a clear scope of work and organized the work into three simple phases:

Phase 1: Foundation
Phase 2: Enrollment activation
Phase 3: Capacity scaling

We also defined what success would look like before we started:

– A recognizable brand identity rooted in real transformation.
– A predictable enrollment system that attracts aligned families or clients.
– A schedule and staffing model that can grow without burning the founder out.
– A community rhythm and referral engine that naturally creates a small waitlist.

All of this lived inside a simple business-model strategy that aligned pricing, capacity, staffing, and growth milestones, instead of guessing month by month.

You may not be running a youth-focused program, but the same principles apply to many service-based businesses.

Here are a few practical questions you can sit with this week:

• What are the top three objectives for your next 120 days?
  For example, brand clarity, an enrollment system, and a basic capacity plan. When you name them, you stop trying to fix everything at once.
• Can you clearly describe how someone becomes a client or a student?
  Write down each step from first contact to first payment. If it only lives in your head, it is not yet a system.
• Do you have a simple way to track leads and enrollment?
  This does not have to be complex. A basic CRM, or even a well-structured spreadsheet, is better than searching your inbox every time.
• Who else needs to be able to deliver your work besides you?
  If the answer is “no one,” ask yourself what one small piece you could document or delegate in the next month.
• What does success look like in 120 days?
  Be specific. Think about the number of clients or students, the shape of your schedule, a small waitlist, or a new offer tested. Your operations should be built to support that picture, not just a vague idea of “growth.”

When strategy and operations move together, growth feels less like a scramble and more like a plan you can actually live with.

If you are planning a course, a new program, or a restructuring project, and you want both strategic thinking and grounded operations support, I would love to talk.