Founder priorities and decisions
Turn priorities into plans, bring recommendations, and make decisions within the responsibilities we agree. You stay involved where your judgment is needed.
Fractional Chief of Staff for founders of established service businesses
Keep your standards. Stop carrying every detail.
I lead important projects, work directly with your clients and team, and turn priorities into decisions and action. We agree on what I own and where your input matters, so you can share responsibility with confidence.
Work with me as an ongoing leadership partner or bring me in to lead a defined project.
The work is delegated. The context still lives with you.
- A client changes the brief, but the team is still working from the original plan.
- Two contributors are waiting on each other, and the deadline is getting closer.
- A decision reaches you without the options or recommendation you need to make it.
Your involvement should be intentional, not constant.
What I take responsibility for
I connect your priorities, the people doing the work, and the relationships that shape delivery.
Team and project leadership
Lead the people involved, clarify responsibilities, manage dependencies, and carry agreed initiatives through delivery.
Client and stakeholder relationships
Work directly with clients and partners, clarify expectations, navigate changes, and make sure the delivery team knows what has been agreed.
Processes, documentation, reporting, automation, and appropriate AI tools support the work where they are useful.
Experience behind the partnership
My experience includes Chief of Staff responsibilities, establishing a Special Projects function, and directing a program across New York City's five boroughs.
Establishing a Special Projects function
At Acacia Network Housing, I established a Special Projects unit, introduced project tracking and reporting processes, and trained a successor to take over the function.
Leading a program across five boroughs
As Foster Grandparent Program Director at NYC Aging, I led a team of eight and oversaw program delivery across all five boroughs.
Hi, I'm Sapir.
I started Sapphire OBM after my husband's brain injury changed our family's circumstances. I needed a way to continue meaningful work while making room for caregiving.
That experience made me pay closer attention to individual needs and the circumstances behind a process. It still shapes how I lead work with founders and their teams.
Read My StoryHow we work together
Clear expectations and practical communication help capable people do good work without sending every question back to you.
Understand what matters
We use examples and questions to make expectations clear before work progresses too far.
Agree how to communicate
We decide which updates, conversations, and feedback methods work for the people involved.
Keep decisions available
Responsibilities and decisions are documented so the work does not depend on repeated explanations.
Discuss tradeoffs early
I raise concerns, explain options, and help decide what needs attention.
Two ways to work together
Ongoing support
Fractional Chief of Staff
Ongoing leadership across your business priorities, client relationships, and internal projects.
Explore Chief of Staff SupportDefined project
Strategic Project Leadership
A clear lead for one defined initiative, from planning through delivery and handover.
Explore Project LeadershipLet's talk about what needs your attention.
Bring the project, recurring frustration, or responsibility that keeps coming back to you. We can identify where ongoing support or a project lead would help.
Book an Introductory Call