It's been a while - I know. I pretty much disappeared in the second half of 2025.

I got sucked into building someone else’s business.

What started as a one-day-a-week gig turned into an every-available-minute gig… and somewhere in that blur, I lost sight of what I was building.

Has that ever happened to you?

Last year, I put this sticky note on my windowsill — right in my line of sight — so I couldn’t miss it. The idea was simple: every time an opportunity came up, I’d test it against that principle.

But when you’re trying to pay salaries and keep the lights on, it’s frighteningly easy for principles to slide down the priority list. And that’s exactly what happened.

So yes — I’ve spent the last six months building someone else’s business… and not my own.

Do I regret it?

I should. I can see all the reasons I should.

But honestly? I don’t.

Because the role I stepped into was Fractional COO — and the impact was real. Not just on the business, but on the people inside it, and the partners depending on it.

Here’s what we put in place:

• We exposed gaps in systems and processes — and started plugging them.
• We built a weekly + daily operating cadence to improve connection, clarity, and pace of delivery.
• We created transparent pricing models (less guesswork, more confidence).
• We strengthened internal relationships by clarifying role expectations and responsibilities.
• We tightened timelines and improved client SLAs (fewer scrambles, fewer surprises).
• We implemented collaboration + sales tools (SharePoint, Teams, Pipedrive) to drive focus and follow-through.

And that work is deeply aligned with my personal values: Truth. Impact. Connection.

The real regret

Do I regret not engaging with my audience while I was in that role?

Yes. Fully.

But was the work wrong for me?

No. It was values-aligned — and that mattered.

I’ll be holding this client’s hand until the end of January as I transition out of the Fractional COO seat. They’ve got the tools they need, and more importantly: they know how to use them.

And now… I’m back.

If your business needs a “Vitamin B” shot (B for Backbone) in 2026…

Not motivation. Not a fresh diary. Not another strategy doc.

A Backbone - that isn't reliant on you.

Here are four questions I recommend asking yourself — especially if you’re a founder who’s carrying too much, or a leader who wants the business to run with more reliability.

1) What do I keep doing / redoing / reinventing every time?

That’s not just “busy work.” That’s a flashing sign pointing to a process, product, or system that needs standards.

Even in consulting businesses where every project is different, there are still repeatable pieces:

• how the team collaborates
• how invoices are issued
• how proposals are structured
• how contracts are negotiated
• how projects are handed over and delivered

The more consistent these are, the better the client experience becomes.

Consistency is one of the pillars of great customer experience.

2) If the Dept. of Labour inspector arrived tomorrow, is my paperwork in order?

Do you have signed agreements? Role descriptions? Clear terms?

Yes - compliance matters.

But what matters even more for day-to-day performance is what missing paperwork usually signals:

• unclear roles
• fuzzy responsibilities
• weak accountability
• inconsistent ownership

When people don’t feel secure in where they stand, they won’t be fully present.
And when leaders unintentionally withhold clarity, teams unintentionally withhold commitment.

3) What are my most common complaints about “how things are done around here”?

Complaints are not just vents. They’re data.

They often point straight to an inefficiency that can be solved with:

• a clearer process
• a stronger cadence
• a template
• a system you’re already paying for

I’m a huge fan of using what you already have (which is why we leaned into the Microsoft suite for my client rather than adding more software costs).

And sometimes, yes - you do need best-of-breed. That’s when you invest in an additional tool with intention.

4) Do I have a 12–18 month budget / cashflow / sales forecast I can actually use?

If you can’t see 12–18 months ahead, you can’t make clean strategic decisions in the present.

Because if you don’t know:

• how much money you plan to make
• how many deals you need to close to make it
• what capacity you’ll need to deliver it

…then you’re not steering a growing business - you’re hoping it ticks along as it always has.

And hope is not a strategy.

Without foresight, you’ll either:

• play too safe because everything feels uncertain, or
• overspend because you don’t have decision-grade visibility

Both can set your business (and your financial freedom) back.

So what does 2026 hold for you? More of the same? Or do you see an opportunity to build visibility, connection, and structure - the kind that makes the business feel lighter and run better?

If that’s you, reply and tell me what’s feeling heavy right now.

Onwards and Upwards​
Anne Gray

PS. When you are ready, here are a few ways we can work together:

1. COO Coaching / Consulting (SMEs):​
   Move your organisation from reactive firefighting to a reliable operating rhythm — clear priorities, clean handovers, fewer surprises.
   → Book a free 30-min no-obligation chat: https://zcal.co/i/O8JIJQjF​
2. Are you a Health Care Practice Owner? Our flagship course, Grow Your Healthcare Practice, gives you the essential business skills they never taught you in varsity – and it’s been transforming practices across South Africa.
   Get early access to Grow Your Healthcare Practice starting the 1st week of Feb​
   → Register here: https://thesolutioneersblog.kit.com/growyourhealthcarepractice/register​