I work as a Fractional Chief of Staff and Operations Lead for founder-led teams.

I help leadership translate strategy into execution, reduce chaos, and build operating rhythm.
Most of my work sits inside the Founder’s Office.

Over the last 15+ years, I’ve supported founders, CXOs, and leadership teams across education, consulting, IT services, life sciences staffing, and social-impact organisations.

My work typically starts when:
- Founders are overloaded with decisions and follow-ups
- Strategy exists, but execution keeps slipping
- Teams are growing faster than systems

What I do in practice:
- Act as an extension of the Founder’s Office
- Set execution cadence, governance rhythms, and review systems
- Stabilize cross-functional operations across people, process, and tools
- Implement CRM, workflows, SOPs, and accountability structures

I work best with:
- Growth-stage startups (10–150 employees)
- Founder-led teams scaling operations or delivery
- Remote or hybrid environments

📍 Pune | Open to global remote teams

For years, I struggled with a different kind of question: 
“Why does execution feel harder as we grow?”

-  The teams were capable.
-  The intent was genuine.
-  And yet, progress slowed as complexity increased.

In 2021, while leading a CSR program with Tata Technologies, the pattern finally became clear.

Nothing was “wrong.”
Effort was high. Commitment was real.

But growth had quietly outpaced structure.

People were compensating with longer hours and good intentions. 
But systems weren’t doing their share of the work.

That insight changed how I approach my work today.

I don’t help organisations “do more.” 
I help them design so execution doesn’t depend on heroics.

Where has growth made things heavier instead of easier for you?

Mugdha Y.

I help businesses embrace digital transformations. My skills include exploring innovative digital solutions, working with clients to assess their needs and develop achievable plans, and helping to drive adoption through various channels.

My years of experience in this field have taught me how to identify business challenges, think out of the box, and track progress. Additionally, my knowledge of project management and using digital solutions makes me an invaluable asset for any company looking to become efficient and profitable with technology.

So, if you're looking for ways to save time and money, and improve your business' efficiency, let's talk. Book a consultation here: https://tidycal.com/mugdhayk/discovery-session-for-digital-transformation

The future is waiting for those who seize the opportunity. 

About Me:

Traveler, dog parent, and Solopreneur. I bring 14+ years of multidisciplinary experience across cultural heritage, rural tourism livelihoods, and teaching roles. I have undertaken independent projects in heritage, tourism, and R&D for organizations like IIT Delhi, State Govt of Andhra Pradesh, Madhya Pradesh, Raigad, INTACH, Mahratta Chambers of Commerce, Industries, and Agriculture.

Founder’s Office & Operations | Helping founders execute strategy without burning out | Remote / Hybrid

Most leadership failures I see aren’t about control.
They’re about over-availability.

I once worked with a leader who prided themselves on being “always there.”
Every decision, every escalation, every clarification flowed through them.

The team felt supported. Responsive. Safe.
And slowly… everything began to slow down.

Decisions waited for their calendar.
Teams stopped trusting their own judgment.

Yes, availability feels generous, responsible and like good leadership.
But at scale, it quietly creates dependency.

When leaders are always reachable, the system never learns to think.
And when the system can’t think, execution becomes fragile.

A simple way to recalibrate availability is the 3E Framework:

1. Enable
 Define what decisions teams can make without you.

2. Escalate
 Be explicit about what truly requires your involvement.

3. Evaluate
 Review outcomes, not interruptions.

Availability should be intentional, not default.
Otherwise, leadership becomes the bottleneck it’s trying to remove.

Where have you seen over-availability slow things down?

Have you noticed this?
A task goes wrong… and your team quietly waits for you to find the mistake.

Most founders assume:
“Why don’t they take ownership?”
“Why didn’t they tell me earlier?”
“Why am I always the one catching issues?”

Here’s the uncomfortable truth:
Ownership dies when employees fear your reaction more than the mistake.

This is called Operational Safety.
The confidence to report a problem early, without worrying about blame.

In many teams, employees think:
He’ll be upset. She’ll say I’m not responsible. Or something along the lines. 

And the moment you react harshly, even once,
their brain learns: “Next time… just keep quiet.”

Which means you always receive information late.

Want real ownership?
When mistakes happen: Don’t jump to blame. 
Ask a simple question: “Alright, what’s our next best step?”

Keep the ball in their court. 
This single line builds faster reporting, cleaner execution, and a team that finally speaks up.

Have you ever noticed this pattern in your business?

If execution feels heavy despite capable teams, you may be running two organisations without realising it.

One on paper. 
One in people’s heads.

I’ve explained the two firms and also put together a free, practical self-diagnostic CEOs can use to identify where informal work is compensating for missing design.

It takes 10 minutes. Details inside.

If a report doesn’t change a decision, it’s not helpful. 
It’s basically documentation.

Most organisations don’t suffer from a lack of data.
They suffer from data without consequence.

Teams spend hours creating decks, trackers, dashboards.
But in review meetings, the same questions repeat and the same issues roll forward.

Here’s a simple way to test any report:

1. Decision: What decision is this meant to enable?
2. Owner: Who is explicitly accountable for making it?
3. Action: What changes if the answer is “no” or “off-track”?

If a report can’t clearly answer all three, it may still be useful.
But it isn’t governance.

Good governance reduces noise. 
It shortens cycles and creates movement.

Everything else is just well-organised information.

Are you reporting or documenting?

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