Growth changed the jobs before the org chart caught up
Clarifying roles, management expectations, and decision rights when a company has outgrown the structure that got it there.
Independent operating advisory
An outside read on how your company actually runs.
Most companies know something is off before they can name it. Seven Point Advisory looks at the people, the product, and the process together, and tells you what is actually wrong, what to fix first, and what to leave alone.
For CEOs, leadership teams, boards, and sponsors dealing with growth, organizational friction, or an operating change they cannot afford to get wrong.
30+ years operating technology businesses
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Product, CX, support & delivery
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Public and PE-backed environments
Which one sounds like you?
What that usually turns out to be
Where I would start
How I look at it
People, product, and process, in that order
Nearly every operating problem shows up in one of the three and originates in another. Looking at them separately is why the same issue keeps coming back.
People
The part most reviews avoid, and usually the part that decides everything else.
- Whether the managers are actually managing, or still doing the job they were promoted out of
- Who is in the wrong seat, and who is being wasted in the right one
- Turning strong individual contributors into leaders instead of losing them
- What the organization should look like at this size, and where it has grown out of habit
Product
Whether product is being run as a function with a point of view, or as an intake queue.
- How decisions get made, and who is allowed to say no
- The relationship between product, engineering, sales, and delivery
- What the roadmap says about the business, and what it says about the loudest customer
- Where the strategy and what is actually being built have quietly separated
Process
Where work stalls, what depends on one person's memory, and what should not exist at all.
- Handoffs between functions, which is where most work goes to die
- Onboarding, delivery, and support, from the customer's side rather than the org chart's
- What to automate, what to eliminate, and where AI genuinely helps
- Measurement that tells you whether things are improving or just busy
What this looks like in practice
Usually, the problem is messier than the label on it
The useful work starts by separating the visible problem from the operating problem underneath it.
Everyone is busy, but the work still gets stuck
Resetting ownership and handoffs across product, engineering, sales, support, and delivery when commitments and priorities stop lining up.
The technical migration is only half the risk
Designing the operating model around a major platform transition so workflow, reporting, support, and customer experience do not become afterthoughts.
Working together
A conversation, a first look, then stay through execution
Engagements are scoped to the situation rather than to a template. Some are a few weeks. Some become an ongoing operating role.
FIRST
A conversation
Thirty minutes, no cost, no deck. You describe what is bothering you and I tell you whether it is something I can help with. If it is not, I will say so and point you somewhere better.
THEN
A first look
Scoped to the situation. Interviews across the leadership team and the layer below it, a review of what you already measure, and a written readout that names the real problem, the ninety-day fixes, and the things worth leaving alone.
AFTER
Stay through execution
Sometimes the readout is enough. More often the useful part is having someone stay through execution, in a fractional operating role or as an advisor to the leadership team. Ongoing or capped, your call.
Background
Paul McGee
Three decades of operating experience in technology companies, most of it running several functions at once. Customer experience, support, product, and delivery operations have all reported to me at the same time, which is why I do not diagnose every problem as belonging to whichever function I came from.
At LiveVox, I led an 81-person cross-functional organization as the company scaled into the public markets. More recently, I have run the same core operating functions inside a private-equity-backed software company. Before that, I spent years in contact center technology, telephony, and the operations that depend on them.
I tend to start with people, because that is where operating problems are most often either solved or made permanent. That means helping individual contributors become managers, growing managers into leaders, and being honest with a CEO about who should and should not be in a seat. Product, process, and where AI actually belongs become much easier to fix once the organization itself is clear.
StrengthsLeadership development, org design, operating cadence
AlsoProduct and vision, workflow, applied AI
Experience30+ years, operator side
SectorsB2B software, contact center, sales engagement
Works withCEOs, boards, and sponsors
BasedFlorida, working nationally
Get in touch
Tell me what is not working.
The first conversation is thirty minutes and costs nothing. Bring the version of the problem you would not put in an email.