Embracing the “Boring Stuff”: A COO’s Mission to Fuel Growth for startups and scaleups

The role of a COO is often misunderstood. While the CEO sets the vision and the CTO drives innovation, the COO is left with what many perceive as the “boring stuff” — operations, processes, and all the behind-the-scenes work that keeps a company running smoothly. But as someone who has thrived in this role throughout my career (even though not always wearing the official title), I believe that embracing the “boring stuff” is not only essential but also incredibly rewarding.

My Journey at Ledger and Beyond

My tenure at Ledger, a leading cryptocurrency security company, exemplified the power of operational excellence. Starting from VP Finance & Strategy, through VP Product and VP Business Solutions, to my final role as Chief of Staff, I played a part in scaling the company’s operations. We grew from a team of 20 to over 600 employees across multiple global offices, generating millions of euros in revenue. This involved a wide range of responsibilities, including streamlining internal processes, establishing strong financial controls, and developing a high-performing leadership team.

Prior to Ledger, I held various finance and strategic roles across different departments and teams at Euronext (a pan-European financial exchange) and the NYSE. During this time (2009–2015), I consistently focused on driving operational efficiency and enabling growth within a highly regulated and challenging low-growth market. I have always been attracted to the challenge of building scalable infrastructure, optimizing workflows, and fostering an environment where teams can flourish.

The “Boring Stuff” That Matters

While the day-to-day tasks of a COO may not always be glamorous, they are the foundation upon which successful companies are built. Here are a few examples of the “boring stuff” that I believe is critical for any organization:

• Strategic Planning: Working closely with the CEO and other executives to develop and execute the company’s strategic plan is essential for achieving long-term goals and staying ahead of the competition.
• Financial Management: Implementing rigorous financial controls, forecasting revenue and expenses, and ensuring compliance with regulations are crucial for maintaining financial stability and supporting long-term growth.
• Talent Development: Hiring, training, and retaining top talent are essential for building a high-performing organization. Creating a culture of continuous learning and development is key to empowering employees and fostering innovation.
• Risk Management: Identifying and mitigating potential risks, both internal and external, is crucial for protecting the company’s assets and reputation.
• Process Optimization: Identifying and eliminating bottlenecks, automating repetitive tasks, and continuously improving workflows are essential for maximizing productivity and reducing costs.

Obviously, all those strategic things cannot be successfully achieved without the contribution of the operating teams and the leadership of other executives who head the related departments (CFO, VP People, and so on).

A COO’s success hinges on effective collaboration with other C-suite executives. Partnering with the CTO ensures seamless alignment between operations and technological advancements, while collaborating with the CFO guarantees financial stability and strategic resource allocation.

In some cases, the COO might even play a role in recruiting these key executives, ensuring they possess both the technical expertise and the collaborative spirit necessary to drive the company’s vision forward. This collaborative approach fosters a cohesive leadership team that can navigate challenges, capitalize on opportunities, and ultimately achieve sustainable growth. I had the opportunity to participate in hiring some great executives at Ledger and I’m proud of what we collectively achieved, as a team.

The COO as a Catalyst for Growth

By taking care of the “boring stuff,” the COO frees up the CEO and other executives to focus on the big picture. This allows the company to operate more efficiently, make better decisions, and ultimately achieve greater success.

In my experience, the most effective COOs are those who:

• Think strategically: They are able to see the big picture and align their work with the company’s long-term goals.
• Embrace the details: They have a keen eye for detail and are constantly looking for ways to improve processes and systems.
• Build strong relationships: They cultivate strong relationships with all stakeholders, from employees to investors to customers.
• Lead by example: They set a high standard for excellence and inspire others to follow their lead.

Conclusion

The role of a COO may not always be in the spotlight, but it is undoubtedly one of the most important in any organization. By embracing the “boring stuff” and focusing on operational excellence, the COO can be a powerful catalyst for growth and help the company achieve its full potential.

As I continue my career, I remain committed to my mission of enabling startup and scale up companies in the Crypto-assets and Fintech world to thrive by taking care of the essential but often overlooked aspects of their operations. I believe that the “boring stuff” is anything but boring — it is the key to unlocking sustainable success and win big.

Finally, I’m also looking forward to interacting with other COOs in order to share our knowledge and experience, so that we can all become better at what we do best: the boring stuff. Please reach out via LinkedIn or Twitter.