A COO, or chief operating officer, is the senior executive responsible for how a business runs day to day. The COO turns strategy into execution, owning operations, processes, delivery, people capacity and performance management, and is usually the CEO's second in command.
What the role covers
Where the CEO sets direction, the COO makes it happen. Typical responsibilities include designing and improving processes, running the operating rhythm of meetings and KPIs, overseeing delivery, supply chain or customer service, and making sure teams have the structure and capacity to hit the plan.
The exact scope varies widely because the COO role is often shaped around the strengths and gaps of the CEO.
How it works in a UK business
In UK SMEs the equivalent role is often called operations director. The COO title is more common in scale-ups and private equity-backed businesses, where growth exposes weak processes and investors want someone accountable for execution.
A COO frequently leads integration after an acquisition and is a natural candidate for succession to managing director or CEO.
The fractional option
Many founders need a COO to build structure for a defined period rather than permanently. A fractional COO puts processes, metrics and accountability in place part-time. Leadership Services provides fractional COOs from its bench of senior directors, from £1,795 per month.
Frequently asked questions
What is the difference between a COO and an operations director?
The work is similar. A COO is usually an executive-team role with broad cross-functional authority, often deputising for the CEO. An operations director is more commonly focused on a defined operational area such as production, logistics or service delivery. In smaller UK businesses the two titles are often used interchangeably.
When should a business hire a COO?
Common signs are a founder stuck in day-to-day firefighting, missed delivery commitments, processes that break as headcount grows, or an investor asking who owns execution. A COO frees the CEO to focus on strategy, customers and funding. The right timing depends on the growth plan and on how much of the leadership load the founder can realistically carry.
Last updated: 5 November 2026