Operating Call

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Operating Call

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Operating Call

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Selected Operating Results

$1.5M → $110M in Revenue

Built and scaled a regional commercial platform from approximately $1.5 million to $110 million in revenue.

22.6% YoY Growth

Delivered 22.6% year-over-year growth across a $38 million P&L in a mature, commoditized market.

$500M+ Valuation Uplift

Led a $50 million managed-services build that produced more than $30 million in recurring free cash flow and contributed to more than $500 million in valuation uplift.

Operating Experience

Operating Call is led by Morrissey Perfetti, an operating executive with experience building, leading, and transforming businesses across industrial services and manufacturing, professional and financial services, technology, artificial intelligence, media, and regulated markets.

Her work spans CEO and Chief Commercial Officer mandates and direct P&L responsibility as a strategic, cross-functional operator, improving commercialization, operating performance, and enterprise value across sales, product, operations, finance, and management.

Her experience includes public and private companies, founder-led businesses, private-equity portfolio companies, family-office-backed and venture-backed companies, and venture-studio environments.

Morrissey Perfetti

View Morrissey’s LinkedIn profile →

When Operating Call Is Brought In

Commercialization is not converting

Strong product capability or market evidence is not becoming adoption, recurring revenue, or enterprise value. The issue may appear commercial while the underlying constraint sits elsewhere in the operating system.

Operating performance is falling short

Growth has stalled, margins are compressing, or increasing revenue is not producing the expected cash flow or enterprise value. The business is viable, but operating performance is below what it should be capable of producing.

A consequential priority requires focused execution

The operating model no longer fits

The business has outgrown the model that created its early success. Sales, product, operations, finance, and management are not aligned around the outcome.

A critical customer, product launch, market entry, transformation, or ownership transition is off track and requires experienced operating leadership with direct responsibility for the outcome.

Capital or a transaction raises the stakes

Additional capital is being considered, or a financing, acquisition, recapitalization, or exit depends on stronger operating performance. Transaction readiness is an operating condition, not a presentation exercise.

The priority exceeds available operating capacity

The leadership team understands the objective but lacks the capacity or specific experience to take on a consequential initiative without compromising the core business.

The investment thesis must become an operating thesis

An investment thesis does not execute itself. Before capital is committed, Operating Call can identify and quantify what can actually be changed to create value—and what should become part of the investment thesis. After close, Operating Call can take responsibility for executing the highest-value priorities.

The priority extends beyond a critical function

The outcome may require coordinated execution across sales, product, operations, finance, and management. Operating Call owns the mandate and brings in additional operating expertise when required.

Who Operating Call Works With

Operating Call works with the ownership and management groups responsible for the outcome.

Companies and Management Teams

Works alongside management with direct responsibility for a defined operating priority and the execution required to achieve it.

Boards and Investors

Provides operating judgment and execution capacity when performance or transition requires attention beyond normal governance.

Family Offices and Capital Partners

Operating Call can engage before capital is committed to identify and quantify the operating changes that can create value, and after close to take responsibility for executing the highest-value priorities.

How the Work Is Structured

Every Operating Call begins with four questions.

01 — OUTCOME

What outcome must be achieved?

02 — CONSTRAINT

What is preventing the business from producing it?

03 — INTERVENTION

What operating intervention will change the outcome?

04 — OWNERSHIP

Who needs to own it?

Together, those questions define the mandate, the authority required, and the operating capability required to get it done.

Operating Call owns the mandate. Capability can change. Accountability does not.

One business priority.

One accountable operator.

One defined mandate.

How the Mandate Is Established

MANDATE

Define the outcome, the operating constraint, and the intervention Operating Call will own.

AUTHORITY

Establish the decision rights and operating authority required to execute.

MEASURES & TERM

Define what success looks like, the initial term, and when the mandate is complete.

Start With an Operating Call

When stronger execution is central to the outcome, the first step is a conversation—to understand the objective, the operating context, and whether Operating Call is relevant.

Start a conversation

Operating Call

morrissey@operatingcall.com