The problem is rarely where the symptom showed up.
Run the Rooms is a fractional COO and leadership mentorship practice for companies of 10 to 150 people. We look at how the business actually runs and what is really happening with the people, trace the problem to its root, and help you build a business your people can run.
Most consultants look at one system. We look at both.
A company can have great people and still struggle because the systems are broken. It can have great systems and still struggle because leadership or culture is broken.
The symptom usually shows up on an employee. The cause is usually structural, cultural, or leadership. If you fix the person and leave the system, you will be having this conversation again in six months.
So we go where the work happens. We listen to the people doing it, follow how information and decisions actually move, and find the problem underneath the problem. Then we help you fix that one.
Four ways to work together. Each one stands on its own.
Every engagement answers one honest question. Room 04 turns the findings from any of them into change that holds.
Business Operations Diagnostic
How does the business actually run?
Workflow mapping, gap analysis, and a written diagnostic of where time, money, and decisions get stuck.
Read more Room 02Organizational Health Assessment
What is really happening with the people?
Confidential leadership interviews and employee listening sessions that show the distance between the culture you intend and the one people experience.
Read more Room 03Leadership Mentorship
How is leadership shaping the organization?
Private 1:1 work for the leader whose patterns set the tone for everyone else. Delivered one-to-one, never in a cohort.
Read more Room 04Implementation & Optimization
How do we make change stick?
Systems built with your team, measured at 30, 60, and 90 days. Available as a scoped project or as an ongoing fractional COO partnership.
Read moreThe 90-Day Run the Rooms Diagnostic
Rooms 01, 02, and 03 together. Ninety days inside your business, ending with two written reports, an implementation roadmap, and a leadership conversation most companies never get to have.
Enter the Rooms
Onsite. Observe how work actually happens, interview leadership, listen to the frontline, and capture a baseline before anything changes.
Read the Rooms
Map the workflows and the informal organization. Trace each recurring problem to its root. Find where the intended culture and the lived one diverge.
Reset the Rooms
Findings delivered privately to leadership first, then to the room. A roadmap, success measures, and a clear picture of what to build next.
Vision doesn't come to life at the top of an organization. It comes to life at the bottom, in the hands of the people doing the work.
Ashley Bourgeois, FounderWhy the ongoing work is called Run the Room
Our whole method is a ladder. Enter the room. Read it. Map it. Name the gap. Reset it. And then, for the companies that want an operator in the leadership team rather than an advisor outside it, run it.
That last rung is the fractional COO engagement. Not a consultant with a slide deck. An embedded operations partner with a seat at the table and ownership of the operating rhythm.
The ladder every engagement climbs.
Sometimes the root is leadership. Including yours.
Run the Rooms traces problems to their root. Sometimes the root is a process. Sometimes it is a structure. Often it is a leadership pattern. If we find that, you will hear it privately and directly before it appears in any report.
Hiring us means agreeing to hear it. We say this on the first call because finding out at the proposal stage is a gift for both of us.
“If the assessment finds that leadership is part of the constraint, how do you want to hear that?”
The answer tells us both whether this is going to work.
About the founder
Ashley Bourgeois
Ashley spent her career inside one of the most operationally complex organizations in the country. At Pacific Gas & Electric she managed a $22 million budget and the coordination of crews, resources, and work programs across a utility serving millions, where a scheduling failure is not an inconvenience. It is an outage.
That work taught her what most consultants learn secondhand: the distance between how leadership believes work gets done and how it actually gets done is where organizations lose their money, their time, and their people.
Start with a 30-minute conversation.
No pitch. We ask what made you reach out now, what you have already tried, and what it costs if nothing changes. You leave with a clear next step or a clean no.