The Operator's Second Opinion The Second Opinion.
EN FR
Book a consultation

A SECOND OPINION FOR YOUR BUSINESS

Know what's actually breaking your business. In a week. From an operator who has run one.

Most advisors ask you questions. I ran the operation. Bring the problem that is costing you the most, and get a straight diagnosis and the first three moves, in writing. Not a coach. An operator who has fixed it before.

Book a consultation See how it works

You book a slot and settle by invoice before we meet. Walk out with a written diagnosis and three moves, or you're refunded in full. I take four to six of these a month.

More than 20 years as an operator, COO and operations director across Europe, Asia and the US.

THE PROBLEM

You already know something is wrong. You can feel it in the numbers. You just can't name it, and the people around you are too close, too invested, or too junior to tell you straight.

The cost of a misread problem is not the fee. It is the quarter you spend fixing the wrong thing while the real constraint keeps bleeding. A straight read from someone who has run operations costs less than one more month of guessing.

WHO IT'S FOR

This is for you if you are one of these.

  • A CEO or owner who senses something is off and cannot pin it down.
  • A PE or family office that wants an independent operator's read on a portfolio company, before a soft problem becomes a hard one.
  • A founder whose operation stopped keeping pace with the growth.

HOW IT WORKS

One pathway, four stages.

  1. The Intake Workup.

    Before we talk, you complete a structured intake. I come to the call already oriented, so the 90 minutes go to your problem, not to catching me up.

  2. The Consultation.

    Ninety minutes, recorded. I listen properly, find the real problem under the one you walked in with, and pressure-test it with you live.

  3. The Diagnosis and Prescription.

    Within a few days, a written diagnosis: the root cause, what it is costing you, and a prioritized plan across three horizons, now, 30 days, 90 days, with an owner and a first move named for each. Yours to keep.

  4. The Follow-up Visit.

    Two to three weeks later, 45 minutes. Are you executing the prescription? We adjust it.

PROOF

Who is giving the opinion.

Pierre Jereczek, operator and COO, photographed shoulders-up against a plain dark background, looking straight to camera.

I am Pierre Jereczek. I have spent more than 20 years as an operator, COO and operations director, building and fixing companies across Europe, Asia and the US. I have carried P&L on international portfolios, run turnarounds, and rebuilt operations inside PE-backed and family-held businesses. I am not a coach who read about this. I ran the room.

A technical-services firm, six countries, scaling faster than its systems.

It put engineering and commissioning teams onto data-center builds. The stated problem was "we are growing too fast to keep control." The real one was that no project carried a live P&L, and purchase orders and invoicing ran without controls, so margin leaked job by job. I named where it was bleeding, sized it at a six-figure annual loss, and installed project-level P&L, PO governance, and one SOP spine across the business.

A family-owned manufacturing group, about €20M revenue, three sites across two countries.

Sales had fallen hard and the owner was sure the market had done it. The stated problem was "sales collapsed, we need a turnaround." The real one was that the cash was trapped inside the company, not lost outside it. Half of turnover sat frozen in stock, most of it unsellable, behind two parallel ERP systems and a leadership team that had never held a weekly meeting. I found about €1M of recoverable cash in the stock alone and handed over the sequence to free it.

A PE-backed industrial manufacturer, a nine-figure project portfolio across seven countries.

The stated problem was "delivery is unpredictable." The real one was that every country ran its own way, with no shared playbook and no group-level view, so slippage and margin stayed invisible until they reached the P&L. I built the delivery PMO and the operating playbooks the whole group ran on, and made delivery visible and governable for the first time.

I move at the speed of someone who has seen this before, because I have.

THE DIFFERENCE

A coach versus a second opinion.

A coach

  • asks you questions because the answer is supposed to come from you
  • holds space
  • sends you away with homework
  • bills by the hour, with nothing to keep

An operator's second opinion

  • tells you what is wrong and what to do
  • hands you a written diagnosis
  • has actually run the operation
  • one fixed price, guaranteed

PRICING

A full operations diagnostic from a firm runs five figures and takes a month. The problem left alone costs more than that every month. Against either, this is the cheap way to find out what is actually wrong.

The Operator's Diagnosis.

€1,480

The full pathway: intake, the 90-minute consultation, the written diagnosis and prescription, and one follow-up visit. The one most people choose.

Book a consultation

The Standing Diagnosis.

€3,840

Everything in the Operator's Diagnosis, plus a second follow-up, 60 days of async access, and a 90-day re-check. For when one look is not enough.

Book a consultation

THE CLARITY GUARANTEE

Complete the intake and show up for the 90 minutes. You leave with a written diagnosis naming your single biggest constraint and three prioritized moves, or you don't pay. The diagnosis is yours to keep.

You settle the fee by invoice before the session, and if I do not deliver the diagnosis, you are refunded in full. I can guarantee clarity because clarity is what I deliver. I cannot guarantee you will do the work. That part is yours.

A one-page written diagnosis on warm paper: an eyebrow reading The Operator's Diagnosis, a Root cause heading, and three horizons labelled now, 30 days and 90 days, with the costliest finding marked. Detail lines are redacted.

QUESTIONS

Straight answers.

Is this just coaching?

No. A coach asks questions. I give you a diagnosis and a prescription, in writing, from someone who has run operations. You are not paying for questions. You are paying for the read.

How can you diagnose my business in 90 minutes?

I cannot tell you everything in 90 minutes. I can find the one constraint costing you the most, which is what you came for. The intake does the groundwork before we talk.

What if I already know my problem?

Then you are paying me to confirm it, or to tell you it is a symptom of something else. Most of the time it is the second one.

Why should I trust an outside opinion?

You should not trust it blindly. You should pressure-test it. That is what the consultation is for, and you leave with something written you can check against reality.

What do you not do?

I do not take over. I do not sit on your board. I do not promise your revenue will move. I tell you what is wrong and what to do. The decisions stay yours.

Do I really pay before we even talk?

Yes. You settle the fee by invoice before the session, and the guarantee makes that safe: complete the intake, show up, and if you do not leave with a written diagnosis and three moves, you are refunded in full. Paying first is what lets me hold the slot and prepare properly.

What happens to my numbers?

The intake and the consultation are confidential. Your figures are used only to prepare and write your diagnosis and are never shared. An NDA is available on request. You keep the diagnosis, and nothing about your business is published.

GET THE SECOND OPINION

Get the second opinion.

One problem. One week. One straight answer. Guaranteed, and yours to keep.

Book a consultation

Four to six diagnoses a month, mornings only. Pick a time and you'll see what's open.

Not sure it is for you? Send me the one problem in two lines. If it is not worth your money, I will tell you.