Operational and financial leadership, engineered for scale.
Two decades building the operational and financial backbone of growth-stage and healthcare companies — as a COO, VP of Operations, and outsourced C-suite partner. I turn strategy into the systems, controls, and teams that let a business scale without breaking.
ops & finance
remote CEO
rebuild ($0 start)
averted
A board seat, or a fractional C-suite partner.
The same operational and financial judgment, applied two ways — in the boardroom as oversight and counsel, or inside your company as hands-on leadership.
Board Director & Advisor
An operator's lens in the boardroom — someone who has actually run the finance, HR, compliance, and operations functions a board is charged with overseeing.
- Operational & financial oversight and risk
- Revenue-cycle, compliance & controls literacy
- Scaling SMB and healthcare organizations
- Audit, HR, and vendor-governance perspective
Fractional COO / CFO
Senior operational and financial leadership without a full-time hire — installed to build the backbone, then scaled to your needs.
- Operational & financial infrastructure build-out
- Accounting, AR/AP, RCM billing & reporting
- HR stack, compliance & sales operations
- Vendor & contract negotiation
The operator behind the strategy.
I specialize in transforming strategic plans into working systems. Across high-growth and healthcare environments, I've bridged the gap between vision and execution through process optimization, financial planning, and cross-functional leadership.
My work spans contract negotiation and revenue-cycle management to employee engagement, compliance, and sales operations. I don't just manage operations — I engineer them for scale and sustainability, and I build the controls that let leadership and a board trust the numbers.
Today I serve as a fractional and outsourced C-suite partner to growth-stage and SMB companies, and I'm actively seeking board roles where operational and financial oversight creates real value.
“Working with, not for — we're moving toward the goal together.”
Two principles from my first mentor still drive the work: spend the company's money as if it were your own, and people stay or leave because of their manager.
Two decades in the C-suite.
Vice President of Operations
- Design and run full operational strategy — accounting, HR, compliance, vendor management, and customer care — for a growing HealthTech organization.
- Own the complete employee lifecycle with zero operational debt; direct commission processing, government registrations, and new-client setup.
- Oversee the compliance department and maintain regulatory standards across every function.
Vice President of Operations
- Directed operations across accounting, HR, sales ops, and compliance through a high-velocity, COVID-era telehealth growth period.
- Managed RCM employer billing on a revenue-percentage model — tying operational rigor directly to company financials.
- Governed compliance across a multi-jurisdiction telehealth footprint; ran sales-ops reporting, commissions, and Salesforce.
Chief Operating Officer
- Held de facto executive authority over 59 employees across two offices (24 + 35) during periods of remote CEO leadership from India.
- Rebuilt Inside Sales from $0 to ~$1M first-year revenue — redefined the hiring profile, rebuilt Salesforce from scratch, and redesigned lead management.
- Held full discount-override authority on all customer and vendor contracts, protecting margin across every deal.
- Maintained operational continuity through multiple ownership transitions and M&A; compliance stewardship averted $500K–$1M in regulatory exposure.
Owner / CEO
- Provide fractional COO, HR, accounting, and operational consulting to SMBs across industries.
- Advise on corporate structuring, entity formation, benefits, staffing, and vendor management — executive impact without full-time overhead.
Oversight from someone who has run the functions.
Most directors have overseen these areas. I've operated them — which means sharper questions, earlier risk-spotting, and counsel a management team actually uses.
Financial oversight & controls
Accounting, AR/AP, RCM, and reporting from the inside — I know where the numbers bend and what controls keep them honest.
Operational risk & scale
Two decades scaling operations through high growth; I see the breakpoints before they become board-level problems.
Compliance & governance
Ran compliance departments and HR/regulatory obligations; fluent in the risk and duty a board is accountable for.
Healthcare & RCM domain
Deep revenue-cycle and healthcare-operations experience — a scarce, valuable lens for health-sector boards.
SMB & founder empathy
As an owner and outsourced CxO, I understand founder-led companies and how to govern without smothering them.
Contracts & vendor strategy
Negotiated customer and vendor agreements for two decades — practical judgment on the deals boards approve.
Senior leadership, right-sized.
Strategic Infrastructure
The operational backbone of your business — from entity formation (LLC/Corp) to scalable accounting and measurement systems.
Financial Operations
AR/AP, RCM billing, and financial reporting managed end to end — optimizing cash flow and revenue tracking.
HR & Sales Ops
Full employee lifecycle — onboarding, benefits, handbooks, compliance — plus sales-ops architecture, commissions, and Salesforce admin.
Vendor & Contract Management
Expert negotiation and management of vendor partnerships and client contracts for favorable, durable terms.
See how I think.
Three interactive tools that show the operator's lens I bring — quantify a fractional engagement, diagnose an operation's health, or review the value a board director should demand.
Board seats. Fractional leadership. Real conversations.
Available for board directorships, fractional COO/CFO engagements, and advisory work with growth-stage, healthcare, and SMB companies.
Lorena@veebas.com