Stabilize · Turnaround · Scale

So the growing
got rough?

I advise SMB B2B CEOs on how to stabilize and turn around their operations. Whether that's a team, a division, or the whole enterprise. Stop firefighting and get ready to scale.

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Chris Briggs
Chris Briggs
Founder · cbStrategicOps
Phase 01
Triage
Map people, processes, and technology. Sand-blast the sugar coating. Get a real readout.
Phase 02
Stabilize
Restore clarity and rhythm. Repair core workflows. Make the stack stop causing disruption.
Phase 03
Turnaround
Raise performance. Remove bottlenecks. Deploy automation onto clean foundations.
Phase 04
Scale
Build continuous capability. Evolve the digital backbone. Earn the right to grow.
15 Warning Signs

The signs show up before
the numbers do.

You know something is wrong before the numbers lag. What you're feeling is people, process, and technology breaking down underneath the surface. If these are showing up in your org — at any level — it's time for a turnaround.

People
  • The leadership team isn't aligned on priorities or direction
  • Execution leans too heavily on a few dependable people who are exposed
  • Engagement and optimism are dropping
  • Capability gaps are blocking progress
  • Follow-through is inconsistent
Process
  • Core workflows are unclear or outdated
  • Handoffs stall the work
  • Issues escalate because teams can't absorb the load
  • Meetings and communications don't move work toward outcomes
  • Projects slip and don't meet expectations
Technology
  • The tech stack is unstable or underused
  • Data and reporting aren't trusted
  • Tools aren't adopted consistently
  • Manual workarounds fill the gaps
  • Implementations fail to deliver ROI
The cbso Framework

How a turnaround works.

A turnaround isn't a project. It's a sequence. You move through four phases — Triage, Stabilize, Turnaround, Scale — working People, Process, and Technology at each one. Each phase has a gate. You don't advance until you've cleared it. That's what keeps you from spending six months on the wrong things and calling it progress.

Phase 1: Triage Phase 2: Stabilize Phase 3: Turnaround Phase 4: Scale
People
 Map belief, capability, and immediate risks. Restore clarity, rhythm, and confidence. Raise performance and resolve talent gaps. Build continuous learning and long-term capability.
Process
 Expose failure points and harmful workflows. Repair core workflows and establish reliable cadence. Remove bottlenecks and accelerate cycle time. Create scalable, adaptable systems.
Technology
 Surface system and data issues causing instability. Stabilize the stack so work can run without disruption. Deploy targeted automation that improves results. Evolve the digital backbone for better decisions and leverage.
Gate
Clear Readout
  • People mapped by belief and capability
  • Immediate risks and gaps identified
  • Major process and system failures exposed
  • Leadership aligned on constraints
Steadied Operation
  • Roles and expectations clarified
  • Core workflows run without escalation
  • Tech stack stable for daily work
  • Early signs of restored confidence
Reliable Execution
  • Performance standards hold
  • Cycle time shortens, commitments stick
  • Automation delivers measurable gains
  • Results trending upward with consistency
Adapt & Scale
  • People grow without heavy intervention
  • Processes expand with demand
  • Technology sharpens decisions
  • Constant improvement despite pressure
How I Work

What working together looks like.

Advisory
Turnaround Advisory
I work directly with you to diagnose what's broken, map the path forward, and help you guide the organization through each phase of the turnaround. You get clear direction, sequenced priorities, and a framework your team can execute against. The decisions stay yours. The clarity becomes yours too.
Scope
Any Level of the Org
A turnaround doesn't have to mean the whole company. I've guided turnarounds at the team level, the department level, the division level, and the full enterprise. The framework scales. The sequence is the same. What changes is the scope of what we're fixing and how fast we move.
Client Voices

Impact they talk about.

"He had his hand in so many facets of our business because ownership entrusted him and leveraged him as the go-to resource to drive change when needed."

A.H. · EVP

"Chris has been a valued partner, and I am confident that any organization would be fortunate to benefit from his insight, commitment, and expertise. I give him my highest recommendation."

J.S. · CEO
Field Notes

Watch the framework in action.

Leading a Turnaround
People Triage
Process Triage
Technology Triage
Mapping Gaps & Setting Course
Psychology Shapes Execution
Chris Briggs
Founder, cbStrategicOps
15×
SaaS revenue scale — to multi-hundred-million PE exit
40→10%
Customer churn cut across multiple verticals
+28% / −23%
Revenue up, costs down — 18-month division turnaround
300+
Laptops to college-bound students via UpTop Denton
About

Twenty years inside
the machine.

I spent 21 years at Buxton helping scale the company from a 30-person analytics shop to a PE-backed SaaS platform serving Fortune 500 clients — Marriott, FedEx, Tesla, CBRE, the Atlanta Braves, and hundreds more. I held roles across strategy, operations, product, sales, and client success — and was regularly called in to turn around underperforming units, lead M&A integrations, and build the operating systems that kept the business moving.

Along the way I cut customer churn from 40% to 10%, delivered a +28% revenue / −23% cost turnaround in 18 months, and built the integration function that unified our first acquisition ahead of schedule. I served as Chief of Staff through the PE transition, represented the company at FTC, Senate, and House data privacy forums, and installed the company-wide operating cadence that's still in use today.

I've taught at TCU Neeley and guest lectured at Dartmouth Tuck and Wharton. I founded UpTop Denton — a scholarship program that's put 300+ laptops in the hands of college-bound students in my community.

I also know what it takes to run a B2B org when your clients' worlds are complicated. Over two decades I operated inside a company whose clients spanned retail, restaurant, healthcare, hospitality, automotive, CPG, commercial and residential real estate, economic development, education, entertainment, and government. I understand the specific weight of serving demanding client industries — the expectations, the complexity, the pressure it puts on your internal operations — because that's exactly where I built my career.

Now I bring that experience directly to SMB B2B CEOs who need operations that hum again.

Start Here

Ready to stop firefighting
and start scaling?

Start with a 30-minute diagnostic call. We'll look at where your operation is, identify what's blocking scale, and determine if there's a fit. No pitch. Just a clear-eyed read on where you stand.

Book Your Diagnostic Call Or reach out directly: cb@chris-briggs.com