Becoming the DOO isn’t just about a title, it’s about growing step-by-step into a trusted partner and leader inside a business. In this episode, I’m walking you through Alex’s journey inside the Ops Authority, and I’m celebrating a powerful promotion that’s been four years in the making. If you’re an operator dreaming of advancement or a founder looking to develop strategic talent, I think you’ll see so much of yourself in this story.
How it All Began
Alex joined the Ops Authority over four years ago as our very first full-time hire. Starting out as an operations coordinator, she wore many hats, managing my calendar, closing loops on tasks, assisting with project management, and playing a massive role in the delivery of our DOO Certification Program. Even in those early days, she stood out for her ability to take ownership and implement with excellence.
Moving into Management
As we began to scale, Alex’s role expanded, and she officially became our operations manager. This move allowed her to step into strategy for the first time, overseeing delivery, setting up systems in ClickUp, onboarding new team members, and documenting core business processes. Her shift from implementation to strategy marked a major leap, and her ability to take initiative helped me grow in my role as CEO.
Strategic Support & Project Leadership
With our team growing, Alex began managing a matrix organization and became my Chief Project Manager. She took on oversight of our podcast, created more structure across departments, and even led a complete redesign of our 120-video DOO curriculum. It was the biggest project we’d ever taken on, and I handed it entirely to her. From content planning to vendor management to keeping me on track, she did it all.
Financial Mastery & Final Test
The final step in becoming the DOO was financial leadership. I invited Alex to learn the financial side of the business, an area that was completely new to her. She took the challenge head-on, developed internal systems, and took ownership of our financial forecasting. In one year alone, her strategic oversight saved us nearly $90,000 in operating expenses. That was the moment I knew we were ready.
Five Core Competencies of a DOO
Today, Alex exemplifies all five core competencies of a Director of Operations:
- Strategy
- Project Management
- Human Resources
- Data
- Financials
Her journey was not just a promotion; it was a transformation. And if you’re wondering whether you have what it takes to follow a similar path or create one inside your own company, I encourage you to take notes from her experience.
Internal Growth & Legacy Building
This story isn’t just about Alex, it’s about a philosophy I hold dear: growing talent internally. I believe in building a legacy, not just hiring externally for expertise. When you invest in developing your people, you create long-term alignment, loyalty, and trust that can’t be fast-tracked. Alex’s journey to becoming the DOO is proof that internal growth can be more powerful than any outside hire.
“I believe in growing and building teams internally rather than sourcing for new levels and leaving my most tenured employees at the place in which they entered.” — Natalie Gingrich
Weekly Ops Activity
What part of Alex’s journey resonated most with your journey as an ops professional?
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