Fast-growing companies thrive on momentum. In the early stages, a founder’s vision, drive, and adaptability are enough to keep the business moving. As the company scales, operational complexity increases, and the same agility that fuelled initial success can start to feel like a bottleneck. This is where a Chief Operating Officer (COO) becomes a game-changer.

The role of a COO varies from business to business, but fundamentally, they act as the operational counterbalance to the CEO. While the CEO focuses on strategy, vision, and external growth, the COO ensures the business runs efficiently, managing teams, processes, and execution. Without strong operational leadership, even the most promising companies can hit an operational ceiling, where growth slows, internal chaos rises, and the founder ends up overwhelmed.

If you’re unsure whether now is the right time to bring in a COO, here are the key signs that your business is ready for this critical hire.

Most founders reach a point where they realise they’re spending more time on operations than on actual growth. Instead of refining strategy, securing investment, or exploring new markets, the focus shifts to day-to-day logistics, team management, and firefighting operational issues.

This shift in focus is one of the clearest signals that it’s time for a COO. When a founder becomes the bottleneck for decision-making and process execution, the business slows down. A COO can take ownership of internal operations, allowing the CEO to focus on high-impact activities that drive long-term success.

Many businesses experience a phase where sales and demand are growing, but execution isn’t keeping up. Orders might be delayed, customer satisfaction may be slipping, or product development cycles are getting longer. The team is working harder than ever, yet inefficiencies in workflows, supply chains, or fulfilment are holding back progress.

A COO’s job is to create scalable, repeatable operational models that align with business growth. Whether it’s refining processes, implementing better systems, or structuring teams for efficiency, the right COO ensures execution doesn’t become a limiting factor.

In the early days, a small, close-knit team can function without formal structures. Communication is easy, and the culture builds itself. As the company scales, misalignment creeps in, silos form, and employee engagement can drop. If retention is becoming an issue, or if employees seem disengaged or overwhelmed, it’s a sign that leadership needs to evolve.

A COO can bring strong people management, clearer communication, and structured team leadership, ensuring that as the company grows, the culture stays intact and employees remain engaged.

If every major decision still lands on your desk, you’re at risk of decision fatigue. When founders are making all the calls, from hiring to pricing to supplier agreements, it slows down progress and increases the likelihood of burnout.

A strong COO provides a second-in-command who can share the leadership load, allowing the CEO to focus on high-level strategy without getting bogged down in operational choices.

One of the biggest red flags that a company needs a COO is when leadership spends most of its time firefighting rather than proactively planning. If every day feels like an urgent scramble, and there’s no clear roadmap for sustainable growth, a COO can bring structure, discipline, and forward planning.

Their role is to shift the business from a reactive to a proactive model, ensuring that problems are solved before they escalate and that teams operate within well-defined systems.

If your VC investors or board members have started nudging you toward hiring a COO, it’s worth taking seriously. Many investors recognise that operational leadership is a critical factor in scaling a business effectively and preparing for funding rounds or an IPO.

Investors look for scalability, structure, and leadership depth, and if they see operational weaknesses, they’ll push for a COO to strengthen the business. A well-placed COO doesn’t just keep investors happy—they also increase valuation potential by making the business more investable.

If several of these signs resonate, the next step is determining what kind of COO your business needs. Some firms require a process-driven operator with deep experience in scaling systems. Others need a strategic COO who can manage investor relationships, fundraising, and corporate development.

One key decision is whether to promote from within or hire externally. Internal promotions can work well if there’s a strong operational leader already in the business, though hiring externally often brings fresh expertise and a new perspective. The right COO will have a mix of industry knowledge, leadership ability, and operational discipline, ensuring they can integrate smoothly and drive growth effectively.

Hiring a COO isn’t just about fixing short-term pain points—it’s about building a company that can scale sustainably. If your business is experiencing bottlenecks, leadership strain, or operational inefficiencies, bringing in a COO could be the catalyst for the next stage of growth.

At Fram Professionals, we specialise in helping growth companies secure the right leadership talent, including experienced COOs who understand the demands of fast-moving, VC-backed firms. If you’re considering making this critical hire, we can help you identify and attract the right operational leader to drive your business forward.

The best founders know when to evolve their leadership team. If you’re seeing the signs, now might be the time to make the move.