Operations · Web presence · Leadership · Anywhere in the U.S.

Your business has an operating system. OpsWorq makes it work.

We design how your company runs, test it before it goes live, and keep it running. Operations, web presence and fractional leadership, anywhere in the country.

Book a 20‑minute call Find where to start

Rates on the page · No contract to start · A person replies within one business day

A white planning wall where grey pins and strings map a process, one orange string running the full path.

Commitment

20 min

The first conversation, free

Commitment

1 business day

A person replies

Commitment

$150/hr

Published. Remote work billed in 15-minute increments

Standard

Changes that go live untested

Start here

Where are you headed?

Pick the one that sounds most like you. We’ll show you the first step.

Something’s on fire

A key person left, a system change failed, a customer is about to walk. Call now and we’ll tell you straight what it takes.

1‑855‑OPSWORQ855‑677‑9677 · Mon–Fri, 8am–5pm ETThe first 72 hours

Starting up

The cheapest time to design how a company runs is before it has ten employees. A few days of decisions now saves a year of untangling later.

Book a 20‑minute call What to decide first

Doing it all myself

You’re very good at the work, and the business is burying it: the website, the books, the vendors, the clients. One to ten people, ready to grow.

Book a 20‑minute call Owner-operators

Outgrowing how we work

What worked at 12 people breaks at 30, quietly at first. The fix starts with a map of how work really moves.

Take the Operational Assessment

15 questions, about three minutes

Getting ready to sell

Buyers pay for what they can verify. Most of the discount they’d apply can be fixed before you go to market.

Start a confidential conversation Selling

Buying or merging

The seller’s numbers show what the business earned, not what it will cost to keep earning it. We look at the operation the way we’d have to run it.

Start a confidential conversation Growth & Exit

More locations or franchising

The tenth location has to run like the first, without you in the room. That has to be designed and tested before it’s copied.

Book a 20‑minute call Growth & Exit

Stepping back

A business you can step back from is one where decisions, knowledge and relationships don’t live only in your head.

Book a 20‑minute call Growth & Exit

Customers can’t find us

Customers judge your operation by the part they can see: your listing, your reviews, your website and how fast you answer.

Ask for the free web presence analysis

Honestly, not sure

That’s a normal answer. Twenty minutes on the phone usually sorts it out.

Book a 20‑minute call or take the Operational Assessment

The idea

You make the widgets. We build the fabric.

Every business makes something: parts, care, advice, buildings, meals, software. Underneath the making is everything that lets it happen: how an order moves, who decides, where the numbers live, how the books close, which work a machine should do, what the technology runs on, and what a customer sees when they look you up.

That is the fabric. In most companies it was never designed. It grew like this:

You added QuickBooks.
Then Microsoft 365.
Then a CRM.
Then a backup system.
Then cybersecurity.
Then a few automations.
Then someone built an AI workflow.
Then three employees started keeping their own spreadsheets.
Now nobody knows how everything fits together.

Each decision was reasonable. Nobody designed the whole machine. Now it’s what slows the widgets down.

We design it, build it, test it before it touches your business, and keep it running, so your people can spend their days on the work only they can do.

Behind-the-scenes audits find where the fabric is wearing thin. Tuning keeps it right as the business changes. Audits and tuning

When it matters most

At four moments, the fabric decides.

Starting upDecide how it runs before employee ten, and you never have to excavate it later.Starting up

GrowingWhat worked at 12 people breaks at 30. It breaks quietly first.Operations

RecoveringWhen something’s on fire, the first 72 hours decide whether it’s a bad month or a bad year.When it’s on fire

Changing handsBuyers, partners and franchisees pay for what they can verify.Growth & Exit

The stakes

A national competitor can enter your market. You can’t enter theirs.

The difference is not money. Somewhere along the way they made operations a competitive advantage, and it has compounded every year since. They aren’t out-selling anybody. They’re out-operating them, and a customer only sees who was faster, clearer and easier to deal with.

Distance used to protect a local business. It mostly doesn’t anymore. A manufacturer quotes against an overseas producer; a professional firm competes with a team that never leaves its own office.

None of it requires their scale or their budget. It is design, and design is available to a thirty-person company in a way that scale never will be.

Large companies have scale. Small companies have speed.

How long a process change takes

Illustrative

A 30-person companyOne conversation, one afternoon

A 30,000-person companyMonths of meetings, approvals, integration and training

MeetingsApprovalsIntegrationTraining

The same change, drawn to one scale.

We’ll make your company more capable of responding. That’s organizational velocity.

How we work

Six stages. One test gate. Then it repeats.

01 Discover
How the work actually moves, not what the org chart says.
02 Design
Whether each process should exist before anyone automates it.
03 Build
The procedures, systems and tools the design calls for.
The test gate
Piloted, run beside the old way, or checked away from live work.
04 Connect
Information flowing between departments, not just between systems.
05 Operate
We stay in it: measuring, maintaining, documenting.
06 Evolve
Correcting the heading as the business changes.

Nothing reaches your business until it has passed the gate.

The cycle repeats. The system is never finished.

What happens in each stage

Our internal standard

Find the $5 problem before it becomes a $5 million problem.

Leak

The same data, entered twice

An order typed into the CRM, then typed again into accounting. Four minutes each time, forty times a week.

Leak

A handoff nobody owns

Sales closes it. Production finds out when someone walks down the hall. The customer finds out last.

Leak

A $50-a-month service nobody uses

Bought for a project that ended. Still renewing, because nobody reads the card statement line by line.

What does one leak cost you?

Minutes each time

Times a week

People

Their hourly cost, $

$6,240a year

139 hours a year, gone to one repeated task.

Your numbers. An estimate, not a quote. Fifty-two weeks a year.

None of these is worth interrupting the business for. Thousands of them compound.

What you get

An Operational Map of how your business really runs.

Fifteen questions, about three minutes, no technical knowledge needed. You get your Operational Velocity Index and your two weakest domains before you give us anything.

Illustrative, not a client result

38
Information Flow You cannot see your own operation in useful time, and the same fact disagrees with itself across systems. Every decision made on top of that inherits the error.
41
Systems & Tools Systems have accumulated rather than been chosen, and people are doing the integration by hand. This is the most expensive kind of quiet waste.
79
Change Readiness The organization can absorb change, which is the single greatest predictor of whether the rest of the work will hold. This one is a strength, and it is the reason the other two are fixable.

The free version gives you the shape. The full map traces the paths work actually takes through your business, names the dependencies and prices the leaks.

Take the Operational Assessment

What your customers see

Customers inspect your operation from the outside.

They can’t see your procedures. They can see last year’s holiday hours, a review nobody answered and a form that never replied. We run the whole public surface as one system: your website, map listings, directories, reviews and social accounts.

FoundSearching, asking a map, asking an assistant
JudgedDeciding whether you’re credible
ChosenTrying to act
AnsweredWaiting to hear back

Why web presence is an operations job

Pricing

Pay the way the work is shaped.

$150 an hour · $225 after hours, weekends and holidays

Hourly

No contract. Remote work in 15-minute increments.

$300 an hour, from 8 hours a month ($2,400)

Fractional COO or CIO

Senior leadership until you’re ready to hire, and help hiring when you are.

Quoted per client, fixed in writing

Projects

Discovery and the Operational Map typically $3,000 to $6,000.

From $1,500 a month (10 hours)

Operations partnership

Keeps what we built measured, maintained and improving.

For the right engagement

Fee follows the result

Part of the fee tied to a result we can both measure.

How it works

We don’t take on work we can’t see paying for itself. If we can’t, we’ll tell you.

Every rate, every term

What’s different

We start where the others stop.

Consulting usually ends with a report. Agencies usually end with a launch. IT firms usually stop at the network. We start where those stop: with how the whole business runs, and we stay until it runs that way.