Case Study · 03
ABOUT ANDREW KALUZA
I don't advise. I build.
I don't advise. I build.
There's a category of executive who sits in meetings, makes recommendations, and sends decks. That's not me.
I'm the one who shows up before the org chart exists, before the systems are built, before anyone knows what the company is supposed to look like — and I figure it out.
There's a category of executive who sits in meetings, makes recommendations, and sends decks. That's not me.
I'm the one who shows up before the org chart exists, before the systems are built, before anyone knows what the company is supposed to look like — and I figure it out.
0-TO-1 BUILDER
FRACTIONAL EXECUTIVE
OPERATOR
AUSTIN, TX
AUSTIN, TX
10+ YEARS
10+ YEARS
THE STORY
I've always been the person who figures it out.
I've always been the person who figures it out.
My career didn't follow a playbook. I went from driving 400% revenue growth at a waste management company in Texas, to building the operational backbone of a national wellness brand, to scaling a founder community from one city to 17 markets across the country. The thread through all of it wasn't an industry — it was a skill set. The ability to walk into chaos and build order.
My career didn't follow a playbook. I went from driving 400% revenue growth at a waste management company in Texas, to building the operational backbone of a wellness brand, to scaling a founder community from one city to 17 markets across the country. The thread through all of it wasn't an industry — it was a skill set. The ability to walk into chaos and build order.
I've held the CEO seat the COO seat and the FOUNDER seat.
I've held the CEO seat the COO seat and the FOUNDER seat.
Most operators are one or the other. I've been both. That means I understand vision and execution. I can sit in a board meeting and speak fluently about financial modeling, and then go build the SOP that makes the thing actually work on Monday morning. That combination is rare. And it's exactly what early-stage founders need.
Most operators are one or the other. I've been both. That means I understand vision and execution. I can sit in a board meeting and speak fluently about financial modeling, and then go build the SOP that makes the thing actually work on Monday morning. That combination is rare. And it's exactly what early-stage founders need.
I built this offering because founders deserve better.
The fractional executive market is full of people who were corporate middle managers and now call themselves consultants. I'm not that. Every company I've touched has a before and after. The numbers are real. The systems are still running. The founders I've worked with will tell you — I don't leave until the machine works.
The fractional executive market is full of people who were corporate middle managers and now call themselves consultants. I'm not that. Every company I've touched has a before and after. The numbers are real. The systems are still running. The founders I've worked with will tell you — I don't leave until the machine works.