What this support is for
Operational Support Services are used when a business is fundamentally sound, has capable people, and clear ambition, but execution feels harder than it should.
The organisation may not be distressed. Performance may be acceptable. Yet progress depends too heavily on individual effort, issues keep escalating, and leadership time is absorbed by unblocking, coordinating, and holding things together.
This is rarely about strategy or talent.
It is usually about friction in how the business operates.
NorthCo’s Operational Support Services are designed to remove that friction so businesses can operate with greater clarity, pace, and consistency, without destabilising capable teams or adding unnecessary complexity.
How these services are delivered
Operational Support Services can be delivered in different ways, depending on what the situation requires.
They may be provided:
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As part of an interim leadership engagement, such as Interim CEO or Executive Chair
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Alongside an existing MD, CEO, or senior leadership team
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Independently, by the NorthCo operational support team
In all cases, the work is operator-led, practical, and grounded in real delivery experience. The objective is not to advise from a distance, but to help the business function more effectively in real time.
Senior oversight is always maintained. The difference is whether delivery is led directly by me, supported by the team, or carried out by the team under my direction.
The problem this solves
Most MDs and CEOs instinctively recognise when their business needs support, even if they cannot yet define it precisely.
Common signals include:
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The leadership team working hard, but not always in sync
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Decisions slowing as complexity increases
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Execution relying too heavily on personal intervention
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Capable people becoming stretched or blocked
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A sense that the business is capable, but not flowing
Left unresolved, this friction consumes leadership bandwidth, slows momentum, and limits the organisation’s ability to scale or improve.
Operational Support Services are designed to address these issues early, before they harden into structural problems or performance decline.
What makes this support different
These services are not consultancy and not generic outsourcing.
They are built around experienced operators who understand how businesses actually run, where execution breaks down, and how to restore momentum without creating organisational noise.
The focus is on:
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Removing blockages that slow execution
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Improving cross-functional alignment
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Restoring clear operating rhythms and accountability
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Reducing dependency on individual heroics
The intent is simple: help the business work as a coherent system.
Where these services typically apply
Operational Support Services are applied through a number of common situations. Each reflects the same execution-focused operating model, adapted to a specific context.
These include:
Commercial Execution Support
Used when sales, marketing, operations, and leadership effort are not fully aligned, and commercial activity is not translating cleanly into results. The focus is on removing friction, improving sequencing, and restoring execution flow across the commercial engine.
Leadership Support Under Pressure
Used when MDs, CEOs, or senior teams are carrying disproportionate load and decision-making feels heavier than it should. Support focuses on reducing leadership burden, sharpening judgement, and improving follow-through without undermining authority.
Growth Without Losing Control
Used when a business is scaling, but structure, rhythm, and decision-making have not yet caught up with complexity. The focus is on maintaining pace while strengthening control, alignment, and leadership capacity.
Operational Reset and Performance Improvement
Used when a business is fundamentally sound, but performance has drifted due to complexity, diluted focus, or loss of operating discipline. Work centres on restoring clarity, cadence, and accountability.
System First Hiring is used when a functional leadership role needs replacing, but the underlying system they would inherit is unclear, under-designed, or carrying too much friction.
Rather than recruiting into ambiguity and hoping the right person will fix it, this service focuses on rebuilding the system first, then hiring someone specifically to run it. This reduces risk, shortens time to impact, and materially improves the likelihood of a successful long-term hire.
This work can be delivered as a standalone engagement or alongside interim leadership support.
Learn more about System First Hiring
Each of these situations is explored in more detail on the relevant pages.
How this work is typically used
Operational Support Services are deliberately flexible and can be engaged in different ways.
They are often used:
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To provide additional execution capacity without adding permanent headcount
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To support capable leaders who are stretched or blocked
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To stabilise delivery during growth, transition, or change
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To create momentum while longer-term leadership or structural decisions are made
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As a standalone engagement or alongside interim leadership
In some cases, these services are delivered quietly in the background. In others, they form a visible workstream with clear objectives and outcomes. The approach is shaped pragmatically around what will make the biggest difference.
Senior oversight and delivery model
All Operational Support Services are delivered with senior oversight.
Where I am directly engaged, I lead the work personally. Where services are delivered by the NorthCo team, I remain closely involved in setting direction, maintaining standards, and ensuring continuity.
The team increases capacity by handling analysis, preparation, coordination, and delivery, allowing clients to benefit from pace and focus without sacrificing quality or judgement.
This model allows NorthCo to deliver meaningful operational support at scale, while maintaining the credibility and rigour expected by boards, investors, and senior leadership teams.
How this is introduced internally
Operational Support Services are designed to be supportive rather than threatening.
They are often framed internally as:
“We are not changing people. We are improving how the system works so everyone can do their job more effectively.”
This makes it easier for MDs and CEOs to introduce support without creating defensiveness, and for functional leaders to engage without feeling judged or undermined.
Experience and judgement
This work is typically undertaken in environments where clarity, pace, and judgement matter. It relies on discretion, credibility, and an ability to operate effectively across functions without creating organisational noise.
The emphasis is always on outcomes, not visibility.
“Trevor came strongly recommended by a former colleague. Harwood parachuted him into a business in which the leadership team, previously reporting to family owners for over 40 years, were struggling to adapt and move at the pace required by an institutional investor whilst dealing with a softness in demand arising from the 2022-3 UK cost of living crisis. Trevor’s deep operational skill set, and strong people management capabilities resulted in him identifying the root cause of multiple internal challenges (poor control of direct and indirect costs coupled with lack of focus on working capital and cash management) and draw up a short-term plan – which the whole management team supported – to deliver an improvement in near term results. Trevor identified weaknesses in the leadership team and has proved very helpful, by way of example, in sourcing a very experienced Interim CFO to strengthen financial control. Trevor is a strong communicator – it was a pleasure working with him, and he kept us updated on progress at every stage. We have no hesitation in recommending you seek Trevor’s leadership and support with any change management/turnaround project – indeed, he’s now considered Harwood’s ‘go-to’ operator for this work across the whole group portfolio.”
Jerry Wilson – Partner – Harwood Capital