FOR OPERATIONS AND PEOPLE LEADERS

The bench you were never given.

You are not behind. You are covering four jobs. At this size the operations role absorbs everything that does not have an obvious owner, and that is not a scoping problem you created.

Book a working session

Where you are

One person. Six functions.

No backup, no peer, and nobody to escalate to.

  • Payroll
  • Timecards
  • Onboarding
  • Offer letters
  • Benefits questions
  • Open enrollment
  • Terminations
  • The handbook
  • Compliance
  • PTO tracking
  • Recruiting coordination
  • Vendor management
  • Employee relations
  • The org chart
  • Performance reviews
  • Whatever else lands

What changes

You stop being the department. You start running it.

Today

  • Every request routes through you and stops with you
  • You do the work, so you never get to design the work
  • Strategy happens on weekends, if at all
  • Your title says manager. Your calendar says coordinator.
  • One sick week and the function stops

With Operationary's team

  • Requests route to the specialist built to handle them
  • You set the standard and direct the people who execute it
  • Planning is a scheduled part of your week
  • Your calendar starts matching your title
  • The function keeps running when you take a real vacation

If you have to ask for a budget

How to bring this to your founder.

You are usually the one who has to make this case. Here is what tends to land, and what tends to stall.

  1. Lead with risk, not relief

    Capacity requests get deferred. Risk gets funded. Open with the exposure, then explain the capacity that closes it.

  2. Bring one number

    What one unplanned exit, one misclassification, or one failed hire actually costs. One number beats a list.

  3. Frame it as a budget you control

    Not a vendor being added. A line you set, direct, and can reduce any month.

  4. Ask for the assessment first

    It is a smaller yes than a retainer, and it produces the evidence for the larger one.

The engagement model

You set the budget. We deploy the right level against it.

  1. 01

    Set the budget

    You tell us what you can spend each month. That's the ceiling, and we work inside it.

  2. 02

    We build the plan

    We turn what matters most to you into a plan for what gets done first.

  3. 03

    Work gets done

    You're billed fairly for the work that's actually done, not one blended rate for everything.

  4. 04

    You see the report

    You get a plain report on where the hours went. No mystery line items, ever.

Next steps

Start here.

  1. 01

    Discovery call

    Forty-five minutes. No cost. We find out whether this is a fit before either of us spends money.

  2. 02

    Health assessment

    Two weeks. You get a plain-language report on what's working and what's not, and a straight recommendation either way.

  3. 03

    Retainer and roadmap

    You set the monthly number. We build the plan and tell you exactly what it covers.

  4. 04

    Work starts

    Regular check-ins start at ninety days, then every quarter after, so you always know what's working and what's not.

Making this case as the founder instead?

If you're the one who'd be signing off on this, the Founders page speaks more directly to that decision.

See the founder's view

Questions we hear

For ops leaders, answered plainly

The questions operations leaders ask before they hand off HR.

Book a discovery call
Is this for me if I'm the one holding it all together?

Yes. This page is for operations leaders at companies under 50 employees whose role has quietly absorbed payroll, onboarding, benefits, compliance and everything else that has no obvious owner. If you are managing the day-to-day rather than setting the vision, this is for you.

What can you take off my plate?

Most of the recurring work: payroll inputs, benefits, onboarding and offboarding, employee records and leave (HR administration), policies, compliance, employee relations and performance (fractional HR consulting), and recruiting. We can also document the processes behind it, so the work no longer depends on you remembering how it gets done.

Do I still stay in charge?

Yes. You set the standard and direct the people who execute it. Requests route to the specialist built to handle them, so you stop being the person every request stops with and get time back for planning.

How do I bring this to my founder?

Lead with risk, not relief: capacity requests get deferred, but risk gets funded. Bring one number, such as what one unplanned exit, one misclassification or one failed hire actually costs. Frame it as a budget you control, a line you set, direct and can reduce any month. And ask for the assessment first, because it is a smaller yes than a retainer and it produces the evidence for the larger one.

What does it cost?

Rates run from $50 to $225 an hour depending on the service, and you set the monthly budget. A full-time HR hire can cost around $95,000 plus benefits, while a $5,000 monthly budget is $60,000 a year and spreads across several specialties. You are billed for the hours actually worked and get a plain report on where they went. See the pricing page.

What happens when I take time off?

The work keeps moving. The specialists handling your payroll inputs, onboarding and requests already know the calendar and the checklist, so one sick week or a real vacation no longer stops the function.

What is the health assessment?

A two-week look at what is working and what is not. You get a plain-language report and a straight recommendation either way. It is also useful evidence if you need to show your founder why more support is worth funding.

How do we get started?

Book a free 45-minute discovery call. We find out whether it is a fit before either of us spends money. If it is, we send a contract to sign before any work starts, and we begin with a two-week health assessment that gives you a plain-language report on what is working and what is not.