ABOUT
Hi. I'm Romina.
Operations strategist. Twenty years inside B2B service companies. This is the story behind the work.
The work, briefly
I help owner-operators of B2B service companies scale past the founder bottleneck. Most of my current work is with localization, developer, and design agencies in the 10–50 person band, where the company has outgrown the founder's ability to hold every thread but hasn't yet built the operational layer that lets the team run without them.
The work is partly strategic, partly operational, partly relational. It rarely fits inside a coach's package or a consultant's deliverable. I do it because it's what I've been doing inside companies for twenty years, and because it's where I've seen the most leverage for founders who are good at the craft but tired of being the bottleneck.
How I got here
I spent two decades inside operations leadership. Most of it in localization.
I helped scale the Argentina branch of a Czech-headquartered translation SMB from 6 production team members to 50 in two years.
I built the translations and operations departments of a regulatory pharmaceutical translation company from scratch.
I designed and rolled out company-wide account penetration and process improvement programs at two enterprise localization firms.
I led operations for bootstrapped tech startups with distributed teams across continents.
Along the way I validated and pre-sold a production management software product for SMB localization companies, $10K in pre-sales before a line of code was written.
I learned how teams actually work, how systems actually break, how clients actually buy, and how founders actually get stuck. Most of what I now teach is what I had to figure out the hard way inside companies that didn't have time for me to figure it out the slow way.
The Christmas project
The turning point in my career was a Christmas project. Big client. High stakes. We pulled it off. The client was thrilled. My team and I were wrecked. I went home for the holidays and something in my body refused to settle for days.
That was the moment I stopped believing growth had to feel like that.
I started rebuilding how I led, how I structured teams, how I designed systems. I stopped optimizing for output and started optimizing for sustainability. The work didn't get less ambitious. It got more honest.
That's the philosophy I work from now. The people inside the business are the business. If they're crumbling, the business is crumbling, even when the spreadsheets look fine.
What I believe about operations
Operations is not a back-office function. It's the system that lets the front of the business deliver without breaking. When ops is missing or improvised, every problem looks like a strategy problem when it's actually a structural one.
Most growth ceilings I've seen aren't strategic. They're operational. The founder has the right plan. The team has the right skills. What's missing is the connective tissue. How decisions get made, how work gets prioritized, how clients get served, how teams get developed, how the founder steps back without things falling apart.
That's what I work on with clients. It's also what I had to do inside the companies I worked for. The thing I bring isn't a framework I read in a book. It's the twelve different ways I've watched the same problem show up across two decades, and the patterns of what actually fixes it.
A little about me
I'm fueled by strong coffee and big questions.
My favorite way to reset is a long walk in the forest, just me and the sounds.
I keep a stack of beautiful notebooks I refuse to use until the right idea shows up.
My motto is progress over perfection, with the asterisk that progress is harder than people pretend.
I believe better questions lead to better answers, and usually better coffee chats too.
What's next...
Want to talk?
If anything here lands and you'd like to have a conversation, you can book a 20-minute intro call or send me a note. Both work.
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