Operational leadership without the Full-time executive hire
Bring me the challenge. We'll define what happens next.
when the next step isn't obvious.
CLARITY → PRIORITY → STRUCTURE → ACTION
When Riser makes Sense
Important work keeps getting pushed
Your operations haven't kept up with your growth
Your operations haven't kept up with your growth
You need to launch a new initiative, implement a system or overhaul a process or make that new hire and train them—but no one has the bandwidth to own it.
Your operations haven't kept up with your growth
Your operations haven't kept up with your growth
Your operations haven't kept up with your growth
Processes live in people's heads, SOPs are missing or outdated, and the way work gets done varies depending on who is doing it.
Teams are working hard, but not always together
Your operations haven't kept up with your growth
You have competing priorities and everything feels urgent
Ownership is unclear, handoffs break down, communication gets siloed, or multiple teams are solving the same problem differently. And so many meetings.
You have competing priorities and everything feels urgent
You have competing priorities and everything feels urgent
Senior leaders are chasing deliverables, resolving routine operational issues or managing projects that should no longer require their daily involvement.
You don't need a job description or a perfectly defined scope. Bring me the problem—or the mess—and we'll figure out what needs to happen next.
You are going through change
A new leader, rapid growth, restructuring, change in laws and compliance, a new product or a shift in strategy has created operational gaps that need to be identified and addressed.
Meet Meg Richard
The Doer. The Door Opener. The Donor.
I've had the unusual opportunity to experience organizations from almost every side of the table.
I've been the doer—building businesses, teams, programs and systems and being accountable for making them work.
I've been the door opener—creating partnerships, connecting people and ideas, and bringing the right players to the table to make something bigger possible.
And I've been the donor—sitting on the other side of the equation, asking whether an idea is worth investing in, whether the organization can deliver on its promise, and whether good intentions are backed by the infrastructure to create real impact.
That combination has shaped how I see organizations.
My sweet spot is looking below the surface. I'm interested in the real story—the one the org chart, financials or strategic plan don't always tell you. I look at the people, the process and the profit or impact, and how each is affecting the others.
Because when something isn't working, the obvious problem usually isn't the whole problem.
I ask questions. I connect dots. I notice where things get stuck and where opportunity is being left on the table. Then I help build what needs to exist next.
People. Process. Profit. Impact.
I've seen all four from different sides of the table—and that's the perspective I bring to yours.
Ways to engage with Riser
Fractional Leadership
Strategic Projects & Initiatives
Strategic Projects & Initiatives
I work alongside leadership and teams to establish priorities, strengthen operations, solve problems and keep critical work moving.
For a growing business: This might mean spending 2–3 days a week improving workflows, establishing SOPs, clarifying roles and accountability, coordinating across sales, operations and marketing, or taking oper
I work alongside leadership and teams to establish priorities, strengthen operations, solve problems and keep critical work moving.
For a growing business: This might mean spending 2–3 days a week improving workflows, establishing SOPs, clarifying roles and accountability, coordinating across sales, operations and marketing, or taking operational work off the CEO's plate.
For a nonprofit or foundation: It could mean strengthening internal operations, improving board and staff workflows, building grant or program processes, managing strategic priorities, or creating the infrastructure needed to support growth.
Strategic Projects & Initiatives
Strategic Projects & Initiatives
Strategic Projects & Initiatives
I can take an initiative from a loosely defined idea through planning, cross-functional coordination, implementation and completion.
For a business: Think technology implementation, operational redesign, new product or market launch, vendor selection, organizational restructuring, process improvement, or a major initiative involving multip
I can take an initiative from a loosely defined idea through planning, cross-functional coordination, implementation and completion.
For a business: Think technology implementation, operational redesign, new product or market launch, vendor selection, organizational restructuring, process improvement, or a major initiative involving multiple departments.
For a nonprofit: Think launching a new program, redesigning a grantmaking process, developing a strategic partnership, implementing a new system, preparing for organizational growth, or turning a board-approved strategy into an executable plan.
Executive Advisory & Execution
Strategic Projects & Initiatives
Executive Advisory & Execution
I work directly with CEOs, executive directors and leadership teams to sort through competing priorities, make decisions and translate those decisions into action.
For a business leader: That might mean determining what to tackle first, preparing for growth, addressing an operational bottleneck, improving leadership-team accountability, or
I work directly with CEOs, executive directors and leadership teams to sort through competing priorities, make decisions and translate those decisions into action.
For a business leader: That might mean determining what to tackle first, preparing for growth, addressing an operational bottleneck, improving leadership-team accountability, or figuring out why execution keeps breaking down between departments.
For a nonprofit executive: It might include board and governance support, organizational planning, program prioritization, partnership strategy, capacity planning, or helping leadership balance mission ambitions with operational reality.