About Dovid

I Hit the Ceiling Before I Learned to Build Past It

I did not learn operations from textbooks. I learned it from being the bottleneck in a company that was growing faster than I could manage. That is why my work is not about elegant theory. It is about helping founders build the infrastructure their business has already outgrown.

$20M+

Managed equity scaled at YDLP

Developer hours returned each week in one reporting rebuild

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Fractional COO & CTO

For founders scaling past reactive mode

My Story

The setup

In 2008, the world fell apart. I saw an opportunity in the wreckage and built a real estate investment fund from zero.

The problem

We hit $20M in managed equity with just 6 people. But I was running two pipelines at once, deals and investors, and I was the single point of failure for both. Every process lived in my head.

The insight

That is when I learned the lesson I now teach: the founder who builds the product is not always the right person to keep running the operation. And if you cannot afford that role full time yet, you still need it fractionally.

The pivot

I became the person I wish I had. Now I come into companies at the stage where the founder has built something real but hit the same ceiling, and I build the systems that carry the business past it.

Built under pressure

I learned operations in environments where sloppiness was expensive and scale had to happen without bloated headcount.

People before process theater

I build systems around the real team, not imaginary perfect employees. The goal is better execution, not prettier diagrams.

Educator and operator

I write, teach, and speak about operational leverage because the work only sticks when leaders and teams understand why the system exists.

Proven Results

Scaled YDLP from zero to $20M+ in managed equity with a lean team
Built an automated investor document flow handling 5-50 investors per deal
Returned about 10 developer hours a week by replacing custom reporting requests with live dashboards
Used workflow controls to stop bad project intake before it reached engineering
Supports operational design, AI implementation, and technology leverage in the same operating conversation

Why this matters

Founders do not need another person selling theory. They need someone who can see where growth is outpacing the infrastructure, build the operating machine, and make the technology side create leverage instead of drag. Great operations is not about control. It is about building a machine that does not need you to run it.