From Operations Manager to COO: Lessons Learned and Marginalia

The shift from Operations Manager to Chief Operating Officer (COO) is not just a title change — it’s a personal journey that reshaped how I approach leadership, strategy, and resilience. In a venture studio the role of COO isn’t simply about operational expertise; it’s about driving growth, fostering innovation, and building a team that works in harmony. But along the way, it’s important to remember that success doesn’t come without setbacks.

From Day-to-Day Operations to Driving Strategy

During my half-a-year duty as an Operations Manager, the focus was always on execution: ensuring systems ran smoothly, tools worked effectively, and the team stayed on target. My responsibilities included:

1. Implementing new tools for efficiency.
2. Auditing systems to maintain optimal performance.
3. Configuring and maintaining infrastructure to ensure stability.
4. Training and consulting to align the team.
5. Centralizing workflows to eliminate inefficiencies.
6. Standardizing processes to scale.

While these tasks were critical, they were only one part of the company’s needs. As COO, the focus shifted toward a bigger picture, where the challenge is not just managing today’s operations but shaping the future.

The Leap to COO: A Shift in Focus

Stepping into the COO's shoes required more than just keeping things running smoothly. It involved embracing a more proactive approach, and shaping strategies that would drive the company’s growth and long-term success:

• Fostering Internal Innovation: My role became about encouraging new ideas and constantly improving the way we operate.
• Cross-Project Collaboration: I ensure that our teams are aligned and working together seamlessly, breaking down silos and fostering collaboration.
• Financial Optimization: Managing and optimizing resources and budgets is now a central task, ensuring that every investment pays off efficiently.
• Scaling Infrastructure: Scaling our technical and operational infrastructure is key to sustaining growth, and it’s now my responsibility to ensure that it’s done right.
• Routine Analytics and Audits: Continuous analysis and auditing help us stay agile and adapt quickly to new challenges.

No One Is Perfect, But a Team Might Be

One of the most important lessons I’ve learned is that while no individual is perfect, a well-structured team can come close. In a venture studio, where things move fast and challenges are complex, no one person can do it all. But if you build a strong, cohesive team, the results can be extraordinary.

As COO, I’m not just managing tasks — I’m building a team that works together in harmony (Frankly, I never thought that the skills I got from Israeli Coalition of Trauma was probably the most valubale hard (sic!) skills for operations nowadays!) Each member brings something unique to the table, and by combining our strengths, we’re able to achieve more than any of us could alone. Creating this synergy is one of the most rewarding aspects of my role.

Why I Shifted Focus From Entrepreneurship to Employment

People often ask me why I decided to move away from running my own business and join a team. For someone who has been an entrepreneur, the shift might seem counterintuitive. But after a certain point, you realize that stability can sometimes be more valuable than the freedom—and risk—that comes with entrepreneurship.

As entrepreneurs, especially over 40, we’ve had our fair share of successes and failures. We’ve learned to make tough decisions and take responsibility for them. But that same ability to carry responsibility can limit our freedom of movement. There are times when stability outweighs the freedom to take risks, especially when those risks can have significant financial consequences.

At this stage in my career, I’ve developed a clear value system. I understand the real cost of money, the importance of punctuality, and the necessity of keeping commitments. Moreover, life experience — both personal and professional — has taught me how to handle stress with calm. Joining this team has allowed me to preserve and expand my entrepreneurial skills while freeing me from the constant stress of running a business in unpredictable environment, influenced by multiple forcemajors (pandemia, war(s) etc).

My Biggest Failure: A Lesson in Resilience

It’s easy to talk about success, but what builds trust is honesty about failure. And I’ve had my share of failures.

My biggest failure in the past six months was related to the migration of applications between Google developers' accounts. We needed to move our apps from one account to another, and Google support was supposed to help with the process. The instructions were clear: create a new account, verify it, and submit a ticket to transfer the apps.

We did exactly that — set up the new account, verified it, and submitted the request. But then everything stalled. Google’s support team became unresponsive, and their documentation proved nearly useless without further assistance. Despite their supposed SLA agreements, they failed to follow up on time, leaving us stuck in limbo.

We had done everything by the book, and yet, the migration didn’t happen as planned. It would be easy to say we didn’t understand their manuals, but the reality was that their processes simply didn’t work without manual intervention and proper support.

This failure taught me a lot about patience and persistence, but also about the importance of owning up to mistakes — even when they aren’t entirely within your control.

How My Entrepreneurial Background Shaped Me as COO

Running my own business for years has shaped my approach as COO. Entrepreneurship teaches you resilience and adaptability, which are crucial in a high-pressure role like this:

• Decision-Making Under Pressure: As an entrepreneur, you have to make quick decisions. This experience has been invaluable as COO, where fast, effective decision-making is a daily requirement.
• Financial Discipline: Managing my own business sharpened my understanding of finances, a skill that is critical when overseeing a company’s budget and resources.
• Holistic View of Business: Entrepreneurs are involved in every aspect of their business, which gives me a broad understanding of how different parts of the company need to work together.
• Resilience to Stress: Entrepreneurship has taught me to handle stress calmly. This resilience is key to navigating the complexities of a COO role, especially when faced with operational challenges.

The Perfect Balance: Growth, Stability, and Innovation

In conclusion, the transition from being SMB to Operations Manager in a company to COO is more than a title change — it’s a personal transformation. It’s about balancing the freedom and risk of entrepreneurship with the stability and resources of an established organization. In my role as COO, I’m able to continue growing, fostering innovation, and building a strong, collaborative team, all while avoiding the constant stress of running a business in uncertain environments.

Ultimately, the journey isn’t just about success — it’s about the lessons learned from failures, the importance of building trust, and the power of a team. No one person is perfect, but a well-structured team has the potential to achieve extraordinary things. For me, this role represents a perfect balance, allowing me to apply my entrepreneurial experience in a way that drives sustainable growth and innovation.