Six months at Framework
Colin Gregor, COO, Framework
Rapid growth is a good problem to have. It creates opportunity, generates momentum and signals that what you are doing is working. It also creates complexity, increases pressure and exposes gaps that were previously hidden by a smaller headcount and a simpler operation. Framework is growing rapidly. As CEO, Sean Mavor recognised this and took steps, including the hiring of a COO, to ensure that growth remains positive and sustainable.
Joining Framework Advisory at the end of August 2025, the newly formed COO role covers operational strategy and people leadership. Alongside people development and operational management, the role also includes client service excellence and change management.
The organisation
Comparing experiences from high performance sport, there were clear similarities in how Framework worked. Strong individuals, deep expertise, a genuine commitment to delivering for clients. What elite teams also share is an ability to evolve their structures as they scale, ensuring that the systems and culture supporting talented people keep pace with growth. Framework needed evolution, not revolution. With a team now exceeding ten people, the processes, communication channels and foundations that had served a smaller organisation well needed to develop accordingly.
The initial read was encouraging: an impressive business delivering a high volume of quality work, with strong client relationships at its core. Helping it take the next step without disrupting what is already working is an ongoing challenge, and one that is never fully finished.
The team
Communication
Effective communication is fundamental to any high performing team. Increasing the use of Slack, improving the cadence of meetings and introducing a regular all-team update generated early momentum. A weekly Operations Team meeting, quarterly Lead Team off-sites and a daily capacity check-in followed. The check-in provides live information on workload for the day or week. Over time, it will also help shape decisions as the business continues to grow.
Foundations
Alongside communication, the focus turned to building the right infrastructure for the next phase. ClickUp brings structure to task management and accountability across the team. CharlieHR gives the business a proper HR platform to support its people as headcount grows. HR support from Lindsays provides the professional foundation to handle more complex people matters with confidence. Supported by Xero, Dext and the broader technology stack, Framework now has the tools in place to operate efficiently and scale without adding unnecessary pressure on senior leaders.
For an incoming COO, supporting new business proposals, leading on recruitment, taking ownership of marketing were deliberate steps toward allowing senior leaders to focus where they have the highest impact. Building client relationships. Shaping the direction of the business. Playing to their strengths.
Framework has also begun to explore what AI can offer. Greater efficiency, stronger output, more time for the work that requires genuine expertise and human judgment. Exploring the opportunity with curiosity, and using it ethically and responsibly, is how we are approaching AI.
Culture
Systems and tools only go so far. As a business grows, so must its culture. Building trust, encouraging ownership and creating an environment where people show initiative and deliver quality without being asked. Individuals respond effectively and engage positively. The culture is evolving from a “yes, I will” to a collective “yes, we will”, one that promotes collaboration, delegation and shared accountability. That shift is what allows a high performing team to keep delivering as it grows, and allows individuals within it to flourish.
The client
Framework has strong, trusting relationships with its clients, and each one is complex and unique. Every relationship has its own rhythm, history and set of expectations. Spending more time earlier in understanding the onboarding journey and the financial operating rhythm of an accounting firm would have increased impact in the first few months. That is not a criticism of the process, it is simply the nature of joining an organisation where delivering an outstanding service is everything.
Every system introduced, every process improved, every hour freed up in the diary of a senior leader can be measured by whether the quality of service to clients improved as a result. That is what builds and sustains the relationships that matter. Little and often communication, internally and with clients, turns out to be one of the most effective things you can do.
Looking ahead
The foundations are in place. The focus now is on trust and building it consistently across the team so that accountability and ownership can deepen naturally. As in sport, a team that trusts each other is a team that can operate with confidence at every level, with people empowered to act without always needing approval. That is what allows everyone to play to their strengths.
Alongside that, the work continues on systems, governance and collaboration. Improving what we do internally and externally. Part of this will be engaging with clients on how we can enhance our offering. The goal is an organisation that grows individually and collectively, delivers an even better service to clients old and new, and does so in a way that is sustainable and enjoyable for everyone involved.
