Steve Barrett
- Specialism: Fractional COO / Operations Director (SME & Franchise), Franchise Network Growth & Scaling (10–50+ units), Operational Strategy & Execution, Leadership Capability Building & Succession, Performance Management & KPIs, Culture, Engagement & Retention in Growth Phases, Change & Transformation Leadership, Strengths-Based Leadership & Team Development, Founder Transition & Decision-Making Support.
- Track Record: Fractional COO – Sky High Window Cleaning, Avertec & Speedcom Group- Group Operations Director, Travelodge- Regional Director, Three UK- Head Of Region, HSS Hire- Regional Director.
- Offer: I partner with founders and leadership teams to bring clarity, structure and momentum during periods of growth or change. As a fractional COO, I help leaders make better decisions, build capable teams, and embed operating rhythms that scale. My coaching background strengthens my work by developing leadership capability, ownership and confidence across the organisation, not just fixing today’s problems.
- Steve says: “My role isn’t to run your business for you, but to help you build the structure, capability and confidence to run it well at scale.”
- Try me: www.blackflagcoaching.com
I’ve led businesses through growth, change and pressure, and I know how isolating leadership can become as complexity increases. The Portfolio Executive model lets me support founders and leadership teams at the moments that matter most, bringing both operational clarity and a people-first mindset to help businesses grow without losing control or culture.
I started Black Flag Coaching to support founders and leaders navigating growth, change and complexity. While the work began through coaching, I was quickly brought into businesses for my operational experience, particularly where structure, decision-making and leadership capability were under pressure. My work naturally concentrated in the SME and franchise space, supporting businesses to scale, professionalise their operations and develop leaders who could grow with the business. That led to the development of propositions focused on business value, sustainable growth and scale, including Business Wealth Builder and scaling from 10 to 50. From there, stepping into a fractional COO role was a natural progression, allowing me to combine hands-on operational leadership with capability building to help businesses grow with clarity and confidence.
My first success came in a growing franchise business where I was asked to step in as operational complexity increased. I identified constraints across operations, process, pricing, recruitment, performance management and financial visibility. We reset the operating model, refined the territory structure, strengthened recruitment and performance disciplines, introduced value-add partners, and supported the owner to step into a more strategic leadership role. The result was improved control, stronger franchisee confidence and a more scalable platform for growth.
I’ve learned that most operational issues are really leadership and decision-making issues in disguise. Fixing systems without building capability only creates short-term relief. Lasting progress comes from developing people alongside the structure.
It’s working for me because I’m clear on where I add the most value. I bring deep operational experience, pattern recognition from multiple businesses, and the ability to stay close enough to build capability while creating the structure and discipline growing organisations need. The portfolio model allows me to focus on impact, not volume, and support leaders at the point where better decisions and stronger leadership make the biggest difference.
I hope to continue working with founders and leadership teams who want to grow their businesses well, not just quickly. To help more organisations build capability, make better decisions, and create environments where people and performance can thrive together.