The executive layer you need before you can hire it.
A fractional COO and transformation partner for founders, CEOs and executive teams whose business has outgrown the way it operates. We step inside the business, lead the change from inside, and stay until it holds without us.
Every engagement is led personally by the founder. The same person on your first call sits in your leadership meetings, and stays through handover.
Does this sound familiar?
The company is still growing. It has simply stopped converting effort into outcomes at the rate it used to, and the fix is structural, not motivational.
Recognise two or more? Let's talkToo many parallel initiatives, no portfolio view, no honest capacity number to decide against.
Managers own titles but not decision rights. The founder is still the operating system.
Sales commits, delivery absorbs, and margins and people pay the price.
Every hire adds coordination cost, because the process was never designed for this size.
Someone left a plan. Nobody owned the operating changes it quietly depended on.
Five mandates. We hold the accountability, not the advice.
Startup founders who need C-level judgment before they can justify a full-time hire usually start here. Most engagements begin with one mandate and widen once the first results land. Pricing is monthly, scoped to a defined outcome, reviewed every quarter.
Fractional COO
C-level capability without a full-time hire. An operating partner beside you two to three days a week, running the management cadence and building the leadership layer that makes us unnecessary. We set up processes a mixed-generation team actually follows, from Gen Z hires to millennial managers to the leaders above them.
Business transformation
Change that touches org design, process and incentives at once. We sequence it so the company keeps trading while it changes shape, and we lead it from inside the line, not from a steering committee. When the change needs software or AI built underneath it, we run the digital transformation together with NULLBIT, the AI development company we advise as a strategic partner.
PMO & portfolio management
We have built PMOs from nothing and portfolio offices that govern international portfolios. Intake, prioritisation, capacity and one number leadership can trust. Installed in weeks, not quarters.
Delivery & revenue execution
Where the promise is made and kept: sales process, handover, delivery model, margin. We redesigned the sales process of a 300-person organization and scaled a delivery operation from five teams to eleven.
Account & revenue growth systems
Your biggest opportunities are already inside your accounts, while the company points at new sales. We examine how existing work is led, where opportunities surface, and what makes them close. Then we build the system that makes that growth repeatable: named ownership, reporting and KPIs leadership can read, quarterly account reviews, and mentorship for whoever carries the relationship.
Delivery teams see the next opportunity first. We make that visible instead of anecdotal.
One owner, one stage model, one review. Nothing sits in someone's head or inbox.
The won work is set up to succeed, so growth compounds instead of costing margin.
Reporting, KPIs and quarterly reviews per key account, with mentorship for whoever owns the relationship, so it stays healthy after we leave.
Four stages. Value inside the first three weeks.
Diagnose
We sit in your meetings, read the numbers, and interview the layer below you. You get an honest map of where value stalls, and of what it costs.
Decide
Three to five moves, sequenced, with owners and a stop-doing list. Signed off in one session, not socialised for a quarter.
Lead
We run the change with your people: cadence in place, roles redrawn, process rebuilt, managers coached while they operate it.
Hand over
Named internal owners, a documented operating model, and a quarter of shadowing. Our measure of success: you do not renew out of dependence.
Built on trust.
A selection from the recommendations, each one written after the goals were met, not before the engagement began.
“Dijana is my favorite iron-fisted leader. She leads by example, takes ownership, and has the rare ability to turn strategy into execution. When Dijana commits to something, she follows through, brings clarity to complex challenges, and consistently delivers with integrity and high standards. I highly recommend her to any organization looking for a leader who gets things done.”
“I had the opportunity to work with Dijana, and what truly sets her apart is her ability to listen carefully, understand the real challenge behind the question, and turn that understanding into meaningful, practical advice. She combines strong business acumen with curiosity, an open-minded approach and the ability to think beyond conventional solutions. She follows the latest trends, but more importantly, knows how to translate them into ideas that create real value. Dijana is someone I would confidently recommend to anyone looking for a thoughtful, insightful and highly committed partner for their business. Her approach, expertise and genuine focus on understanding her clients make her and her new company a strong recommendation for collaboration. I’m very happy to see her take this exciting new step and wish her and Diverse Labs every success!”
“Dijana brings clarity and direction to complex environments. She combines strategic thinking, strong financial and business understanding, and extensive project and portfolio leadership to align stakeholders and translate strategy into practical, measurable action.”
“Her work consistently ensures that strategic alignment and execution go hand in hand. Her ability to understand client requirements, navigate complex markets, and provide practical advice makes her a trusted advisor.”
“I had the pleasure of working with Dijana in multiple projects over the last 3 years where she managed and nurtured our relationship with great professionalism and care. She consistently understood our business needs, worked closely with our teams, and made sure our requirements were well considered. Her strong relationship management and collaborative approach made working together a very positive experience. I would highly recommend her.”
What changed, and by how much.
Scaled a national delivery organization in Saudi Arabia by more than double while holding a single cadence, one intake path and consistent quality gates across teams and vendors.
Rebuilt qualification, scoping and handover so commitments made in sales were the commitments delivery could keep, which ended the margin leak renegotiation had been hiding.
Installed portfolio intake, capacity truth and a weekly executive cadence, then redesigned the processes automation was meant to accelerate before any tooling decision was made.
Answered here, so the call can start further in.
Dijana, personally. The person in your leadership meeting is the person who diagnosed the problem and is accountable for the change.
Typically three to nine months, two to three days a week. Anything shorter is advice; anything longer without a handover plan is dependence.
That is the constraint we design around. Changes are sequenced against your commercial calendar, and we never remove a mechanism before its replacement is running.
Both. The work is operating models, decision rights and process, and it scales down as well as up, from a startup installing its first operating cadence to government programmes, services businesses and product companies.
That is usually the real adoption problem. Younger hires expect transparency, fast feedback and a reason behind the rule; experienced managers expect reliability and clear accountability. We design one operating cadence that satisfies both, then coach the managers who have to run it across the generational gap.
Then it becomes a digital transformation, and we run it with NULLBIT, the AI development company we advise as a strategic partner. We fix the process first and build second, so you automate a process worth keeping.
45 minutes on your growth, your bottleneck and your leadership layer. You leave with our read and two things worth changing regardless of whether we work together.
Bring us the problem you have stopped raising in the leadership meeting.
45 minutes with the person who would run the work. No proposal theatre, no discovery deck. Just a direct read on your operating model and what we would change first.
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