As a COO, I can tell you firsthand—this job is a blend of high-level planning, constant problem-solving, and daily crisis management. While every COO's role varies by company, one thing remains the same: versatility. It's not just about keeping operations running; it's about aligning every effort with the company's mission and making sure that vision transforms into action.
The Many Hats of a COO
A COO’s day is far from predictable. One moment, I'm in a strategy meeting, mapping out goals with the CEO. The next, I’m resolving an urgent client issue or sorting out an unexpected operational hiccup. You could call us the “jack-of-all-trades” in the executive suite, balancing tasks that range from big-picture strategizing to putting out fires on the ground floor.
According to Harvard Business Review, there’s no “one-size-fits-all” job description for a COO. In some companies, we may be focused solely on operations; in others, we’re overseeing HR, IT, and even customer experience. My role is to keep every cog in the machine functioning smoothly, while always scanning for new opportunities, potential risks, and ways to uplift the team.
Making Vision Reality
Typically, CEOs are the visionaries, dreaming of where the business could go. But vision alone doesn’t get you far; that’s where the COO steps in. It’s our job to turn dreams into action, to be the bridge between ambition and reality. As Gino Wickman describes in Rocket Fuel, the CEO-COO relationship is essential: while the CEO sets the course, the COO ensures we’re actually moving.
Working with a visionary CEO like Jay Feitlinger, I’ve seen how essential this partnership is. For every big idea he brings forward, it’s on me to create a structured plan that doesn’t stifle creativity. I make sure resources are allocated, timelines are realistic, and the team has what they need to turn ideas into results. It’s a blend of art and science, keeping things moving forward without overloading the team.
Strategy Meets Execution
One of the toughest parts of this job is balancing long-term strategy with immediate execution. Every COO knows that staying operationally focused can sometimes clash with strategic thinking. But successful COOs have to toggle between these modes seamlessly.
John Doerr's book Measure What Matters talks about the power of OKRs (Objectives and Key Results), which has been a game-changer for me. Setting clear OKRs helps keep everyone focused amid the chaos. These measurable goals guide the team and allow me to zoom out to ensure we’re on track.
Mastering the Details That Matter
Being a COO means handling the small stuff that keeps things running smoothly. While these tasks might seem trivial, they’re critical to sustaining progress. When issues crop up, COOs are usually the first to address them—keeping the company on track without letting minor hiccups derail larger goals. It’s in these details that great companies distinguish themselves from the rest.
One philosophy that guides me is Will Guidara's concept of “Unreasonable Hospitality,” which emphasizes making every interaction memorable. It’s about showing up for every team member, client, and stakeholder to reflect our values and differentiate our company.
Is It Worth the Challenge?
Being a COO is definitely challenging, and yes, it’s exhausting. But it’s also one of the most fulfilling roles out there. If you thrive on making things happen and balancing structure with flexibility, there’s nothing quite like it. We COOs bring discipline, dedication, and an obsession for details that drive success.
At the end of the day, being a COO is about balance. It’s knowing when to push for growth and when to hold steady. So, to all the COOs out there: keep diving into the details, keep transforming vision into reality, and keep setting the bar higher. Because in the end, a company’s success often rests on those willing to bridge the gap between vision and action.
Looking to turn your company’s vision into reality? Connect with StringCan and see how we can help streamline your marketing and business operations and drive real results.
Work Habits & Productivity
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As StringCan's Chief Operating Officer, Sarah is a solutionist who loves to implement and enhance efficiencies for herself and the team. She strives to support and help people be their best self in and outside of work. Sarah also gets her best ideas by lounging in a body of water. Cocktail is optional. But not really.
Jay, the CEO of StringCan, oversees strategy and vision, building culture that makes going into work something he looks forward to, recruiting additional awesome team members to help exceed clients goals, leading the team and allocating where StringCan invests time and money.
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