at a glance
Operations advisory for founder-led service companies
We take founder-operators out of daily operations without a COO hire. Your company gets clear owners, a weekly rhythm and a leadership layer it can grow on. Then we prove it holds: you step away for two weeks.
In operating seats since 2022. As COO of Aron Groups, revenue grew from $5M to $19.2M and the company to 250 people.
Capable team. Everything still lands on your desk.
You hired good people. The revenue is real. The business still behaves like a one-person company with staff attached.
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01
Every decision routes back to you
Read more01 · Decisions
Pricing exceptions, hiring calls, vendor approvals, that one client email. Your team can execute. Anything that needs judgment gets escalated.
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02
Time off costs more than it gives
Read more02 · Absence
A week away buys you a week of messages and two weeks of backlog. You stopped calling it a holiday. It is remote work with a better view.
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03
Revenue is up and margin is not
Read more03 · Margin
Work gets duplicated. Decisions get made three times. Two teams solve the same problem in parallel and nobody notices, because the only person who could see it is busy answering questions.
None of this is a work ethic problem. You already work more than anyone you know. It is a design problem. The company was built around you and never redesigned.
You do not need a COO. You need a company that does not depend on one person.
The standard answer to founder overload is to hire a COO, then a layer of senior leaders around them. That is six to seven figures a year in salaries, a long search, and no guarantee that a newcomer can untangle a company that was built around you.
We take a different route. We build the operating system first: who owns what, how the week runs, what gets measured, and which of your people are ready to lead. Most of the leaders you need are already on your payroll. Nobody has handed them the decisions yet.
We also work on the part a new hire cannot fix: your own shift from doing everything to running the company. The systems only hold if you stop taking the work back.
The operating system your company never had.
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01
Ownership
01 · OwnershipEvery recurring decision has one owner, and each person knows what they decide alone and what they check first.
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02
Roles
02 · RolesJob descriptions and responsibilities that match how the work is actually done.
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03
Rhythm
03 · RhythmA weekly leadership meeting that ends in decisions and owners, not status updates.
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04
KPIs
04 · KPIsA short set of numbers each leader owns and reports on a fixed cadence.
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05
Leadership layer
05 · Leadership layerWho is ready to be promoted, what they need to step up, and where you actually need to hire.
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06
The founder shift
06 · The founder shiftCoaching through the change from operator to owner, so the handoff sticks.
One outcome. Three levels of involvement.
Every engagement takes you out of daily operations. What changes is who we work with, and who does the building.
Not sure which one fits? Start with an Advisory Call.
Sixty minutes, one to one, $299. It is a working session, not a sales call. Bring the one thing you most want off your plate, and we work on it. You leave with a named owner, a first step, and a straight answer on whether a bigger engagement makes sense. The fee credits in full against any engagement you start within thirty days.
Owner dependence has a price, and buyers know it.
This is the part founders discover late. The business you cannot step away from is not just harder to run. It is worth measurably less to anyone who might buy it, fund it, or back you in the next thing.
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40%
Valuation discount applied to owner-dependent businesses, reaching 50% in severe cases.
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4.49x
Profit multiple for owner-independent businesses, against 2.93x for dependent ones.
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80%
Never sell. Of businesses taken to market, most never find a buyer. Owner dependence is a leading cause.
Sources: Sofer Advisors on owner-dependency discounts, The Value Builder System on profit multiples, IBBA and brokerage market data on unsold listings. Ranges vary by industry, size and deal terms.
The good news is that this is measurable. You can find out exactly how exposed you are in about four minutes.
Take the diagnosticWe install the systems we ran ourselves.
Consilium Dynamics is led by Vahab Hasiri, an operator rather than a career adviser. He held the COO seat at Aron Groups from November 2022 to April 2025, while revenue grew from $5M to $19.2M and the company reached 250 people across several countries. At a sixty-person trading company he built sales, customer success and retention from nothing. Most recently he was co-founder and COO of X Securities, which he left in June 2026 to run Consilium Dynamics full time. Alongside these seats, he has held fractional and advisory roles with several other companies.
He is the author of The Rubicon Leader, on the transition from founder to operator. He works from Toronto with clients across Canada and the United States.
Where I've Advised
Companies I've advised.
The Rubicon Leader
The Rubicon Leader equips founders and business leaders with the mindset and operating principles needed to lead through complexity and scale with confidence. It explores how great leaders diagnose the real barriers to growth, align teams around execution, and create organizations that perform without constant oversight. This is a book for those ready to move beyond reactive leadership and build a legacy through clarity, discipline, and decisive action.
We share ideas on leadership, decision-making, and organisational clarity through writing and video. These are not tactics or quick wins, but reflections from real advisory work and lived leadership pressure.