Delivery performance
57 → 16 days
72% shorter delivery cycle
First redesigned process, before additional automation.
Fractional COO · Operating Partner · Board Adviser
Your business has grown.
You're still running everything.
You've hired people. You've delegated work. But decisions still come back to you, problems keep escalating and the business struggles to move without your involvement.
I come in and fix how the business runs.
Selected operating results
Selected results across engagements, 2021–2026.
Results from operating engagements
Commercial oversight
$250,000
Invoicing shortfall recovered
2021–2023 engagement. Identified by Mila; recovered by the finance team.
Cost control
$120,000 + £6,000
Savings and avoided expenditure
Across selected operating engagements.
Team building
4×
Team growth
Recruitment aligned to the roles the business needed.
01 / Implementation
I do the work.
I join the business, find what's slowing it down and put the changes in place.
That can mean restructuring teams, improving delivery, introducing management systems, fixing reporting or establishing clear decision making responsibilities.
Once it's working, I hand it back, stay embedded or continue as an adviser.
Fractional COO from £5,000 per month02 / Advisory
I advise.
Your team does the work.
I review the business, identify the problems and recommend what needs to change.
Your team handles implementation.
Advisory engagements02 / About Mila
At 24, I was made redundant. At 27, I became Chief of Staff.
Mila Milićević · London
Fractional COO · Operating Partner
Three years earlier, I'd lost my job and had to start again.
By 27, I was working alongside founders and senior leadership teams, helping them make decisions and run their businesses.
I went on to become a COO, working across financial technology, commercial operations and growing businesses.
Different companies. Different people. But I kept seeing the same problem.
Founders hired people to take work off their plates, then found themselves managing those people, answering their questions and making their decisions.
They'd delegated the work. They hadn't delegated the responsibility.
And often, it wasn't because they didn't want to.
Nobody had put the structure in place for anyone else to take it.
That's what I do now. I build the part of the business that allows the founder to step back.
LLB, International and European Law · Member, Institute of Directors
Enquiries