Qubrius
Fractional Integrator
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Qubrius
We run your operating system. And automate the parts that shouldn't need running.
You're the Visionary. Somewhere in the last year you also became the person chasing Rocks, rebuilding the scorecard, and answering the question nobody else owns. That's the Integrator seat, and it's costing you the work only you can do.
Issues get discussed instead of solved. The IDS list carries over week to week until nobody believes the meeting changes anything.
Nobody owns the follow-through between quarterly sessions, so the Rock that was 20% done in week three is 20% done in week eleven.
You're the escalation path, the tiebreaker, and the memory of how things are supposed to work. That's not leverage, that's a bottleneck with your name on it.
Six tools, none of them talking. The reporting still gets assembled by hand on Thursday night by whoever has the time.
Fixed scope, fixed price, no retainer until you've seen the work.
Three weeks inside your operation. I map how work actually moves, find where it stalls, and come back with a prioritized list of what to fix by hand and what to automate — with the effort and payback estimated for each.
I take the Integrator seat. I run the weekly Level 10, own the scorecard, drive Rocks to done, hold the accountability chart honest, and run quarterly planning. You go back to being the Visionary.
You promoted someone into Operations Manager or COO and they're learning the job while doing it. I work alongside them weekly — not to take the seat, but so they can hold it. Cheaper than a fractional hire, and the capability stays inside your company.
Scoped automation of the work that eats your team's week. Built on your existing tools, with a human checkpoint anywhere the output carries real consequences. Delivered, documented, and handed over — not rented back to you.
Every engagement runs against a scorecard we agree on in week one. These are the lines that show up most often.
| Measurable | Owner | Target |
|---|---|---|
| Rocks on track | Integrator | 100% |
| Issues solved vs. raised | Leadership | ≥ 1.0 |
| L10 started and ended on time | Integrator | Yes |
| Days to client onboarding complete | Ops | ≤ 10 |
| Hours/week on manual reporting | Ops | ≤ 2 |
| Aged receivables > 60 days | Finance | ≤ 5% |
Targets are set with your leadership team, not handed to them. A measurable nobody owns gets removed.
Sit in your meetings, follow the work, talk to the team. Deliver the audit and the 90-day plan.
Scorecard live, L10 reset, accountability chart agreed, Rocks reduced to what can actually be finished.
First build ships against the highest-payback item on the audit list. Team trained on it.
Quarterly planning run. Documented. You decide whether the seat stays filled by me or by a hire.
Ten years running operations and programs for companies in Latin America and the United States. Trained as an EOS Integrator. Formally trained as an industrial engineer, a software engineer, and a product designer — an odd combination until you need someone who can redesign a process and then build the thing that automates it.
Most operations consultants can tell you what to fix. Most automation people can build what you ask for. The gap is knowing which of your four ideas survives contact with production, and where a human has to stay in the loop. That judgment is the work.
Based in Ecuador, on full US Eastern hours. Qubrius is an Ecuadorian company; engagements are contracted and invoiced in US dollars.
A short note is enough. If the audit isn't the right starting point I'll say so, and tell you what is.