Operations Consulting & Fractional Leadership

Most organizations I work with already know where they want to go. What’s missing is the structure, the people, and the follow-through to get there.

That’s where I come in. I work with founders, CEOs, and leadership teams to fix what slows them down: unclear ownership, processes that don’t scale, and client service that relies on a few people working too hard. Then I help build what replaces it.

I’ve spent 18+ years doing this work, inside global financial services firms and as co-founder of a healthcare startup. I’ve built teams, designed operating models, and run client service organizations. I know the difference between a plan that looks good in a deck and one that works on a Monday morning.

Multiple people gathered around a wooden table looking at financial charts and graphs on sheets of paper.
Person holding a closed gray leather portfolio on a wooden table with eyeglasses, fabric swatches, paper, and a pen.

THREE WAYS TO WORK TOGETHER

What fits depends on what you need right now: a clear read on what’s broken, help with one specific project, or a senior operator on your team.

Operations Assessment
I learn how work actually gets done by talking to your people, reviewing your processes, and looking at the numbers. You get a short list of what to fix first and a plan for doing it.
Good fit if: you know something isn’t working but aren’t sure where to start.

Project Support
Hands-on help with one defined initiative, such as redesigning a process, rebuilding client onboarding, or standing up a new operating model. I see it through implementation, not just the recommendation.
Good fit if: you have a specific problem and need an experienced person to own it.

Fractional or Interim Operations Leader
I join your leadership team part-time or for a set period as your COO or head of operations.
Good fit if: you need senior operational leadership now but aren’t ready for a full-time hire, or you need to cover a gap during a transition.

LET’S BUILD WHAT’S NEXT

Start a conversation.

Tell me a little about your organization and what you’re looking to accomplish.

Prefer email?

Consulting@margueritelpierce.com

A woman extending her hand forward in a greeting gesture, wearing a white shirt with small floral patterns, dark pants, and gold earrings.
A person in a dark jacket is writing in a notebook with a white pen on a wooden desk. There is a laptop, a pink sticky note, and some papers on the desk.

WHAT I HELP WITH

Operations that have outgrown themselves

Processes that worked at 20 people often break at 200. I map how work really flows, find where it gets stuck, and redesign it. That includes roles, handoffs, metrics, and the change management that makes the new way stick.

Client service and customer success

I’ve led enterprise client service teams at Glass Lewis and Broadridge. I help companies improve onboarding, set clear service standards, manage escalations effectively, and keep clients from leaving.

Leadership teams in the middle of big change

When a company is growing fast, restructuring, or launching something major, priorities blur, and decisions stall. I help leadership teams agree on what matters, assign clear owners, and set up a way to make decisions and move forward.

SELECTED WORK

Broadridge Financial Solutions | Institutional Governance

Broadridge — Giving three teams one way to size up a client
The problem: Sales, Finance, and Client Services had no shared way to judge how complex a client was, so each team started from different assumptions.
What I did: I built a client complexity framework and led development of an app that put all three teams on the same scoring model.
The result: One common standard for evaluating clients, which made cross-functional decisions more consistent.

Glass Lewis — Turning around unhappy clients
The problem: As enterprise relationships grew, onboarding and service were inconsistent, and some key clients were at risk of leaving.
What I did: I built standard onboarding and service workflows and worked with Product and Technology to fix the handoffs behind client issues.
The result: We retained 100% of two dozen at-risk accounts and moved client satisfaction scores from “needs improvement” to “good” and better.

She Matters — Building a healthcare startup from scratch
What I did: I co-founded and ran operations for a maternal health company focused on better outcomes for Black mothers, including building its provider education and certification programs.
The result: We took the company from an idea to a funded venture and raised more than $2 million in pre-seed capital.

Person pressing a touchscreen voting or information kiosk with their index finger, wearing bracelets and a ring.
A professional woman with dark hair smiling, crossing her arms, wearing a navy blazer and beige blouse, in an office with large windows and greenery outside.

ABOUT ME

I’m Marguerite. I’ve spent my career on the operating side of organizations: leading client service at Broadridge and Glass Lewis and co-founding She Matters, where I served as COO.

Working at both global companies and early-stage startups taught me that good strategy often fails. Usually it fails because of unclear ownership, overloaded teams, or systems nobody uses. Fixing that is the work I like most.

I have an MBA from Yale School of Management. I care as much about the people doing the work as about the work itself.

Let’s Talk

consulting@margueritelpierce.com

Operations consulting | Fractional leadership | Client service