By Helen Butler, Operations Columnist
Operations Managers are often the glue holding small and growing businesses together. They coordinate projects, resolve issues, manage team performance, and keep delivery on track. They’re relied on heavily – yet often operate in isolation.
In many small businesses, the Operations Manager is the only person in a formal operational role. They’re brought in to help things run more smoothly, often promoted from within or hired during growth. But they’re rarely given a clear remit or a reference point for what good operational leadership looks like.
An emerging trend
At Simplified Operations, we’ve spent the last couple of years working with founder-led businesses – typically with teams of 10 to 50 people – and found a consistent pattern emerge. Operations Managers are critical to supporting the performance and growth of SME businesses but are often left to figure things out on their own.
They’re not lacking ability or commitment. Most are capable, resourceful individuals working in complex environments. But with no one around them to define the scope of the role or set expectations from a true operational excellence perspective, they often default to managing the busyness – solving problems, reacting to issues, and keeping things moving – rather than building the structures that prevent those problems in the first place.
Why it matters
Operational leadership requires a broad and practical skillset: establishing clear roles and responsibilities, building consistent ways of working, improving processes, using data to drive performance, and ensuring the right tools and systems are in place to support delivery. It’s not just about getting things done – it’s about enabling others to deliver well, consistently and at scale.
In larger businesses, people in these roles typically have access to mentoring, frameworks, and structured development. In smaller businesses, that support is limited, if available at all. Operations Managers often carry high responsibility without access to the tools or training they need to truly lead.
Addressing the gap
This isn’t just a skills issue – it’s a business issue. When operational leads are confident and well-equipped, the difference is clear: delivery improves, team ownership increases, issues are resolved earlier, and the business becomes far less reliant on the founder.
To address this, at Simplified Operations we’ve developed the Operations Academy – a learning and support environment specifically for those leading operations in small businesses. It focuses on three core outcomes:
Clarity – helping operational leads understand what’s expected of them.
Capability – building the skills to lead teams, processes and performance.
Confidence – through practical tools, expert guidance and peer learning.
It’s a professional development space that reflects the realities of the role – and recognises its importance in building scalable, self-managing businesses.
Is your Operations Manager getting what they need to succeed – and is your business truly seeing the full value of the role?
Strong operations rely on strong operational leadership. Investing in that role isn’t just good practice. It’s essential infrastructure for sustainable growth.
If you’d like more details on how the Operations Academy can support your business, get in touch: helen@simplifiedoperations.co.uk
0191 694 1349