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Boutique Advisory for the C-Suite

Take your organization to its next level.

Levels Consulting partners with the five executives building the operating engine of a scaling company: CEO, COO, CMO, CPO, and CLO. We bring rigor, cadence, and momentum to the organizations they lead.

See who we work with → The Levels Framework
Operating experience drawn from
Five9 ● Public SaaS ● PE-Backed Growth ● Series B → IPO ● Board & C-Suite
Who we serve

Five seats at the table. One trusted operator.

We work shoulder-to-shoulder with the executives who own the operating engine of a scaling company. Each role asks a different question. Our job is to answer it with frameworks tested in the room, not borrowed from a textbook.

For the

CEO

"How do I turn intent into momentum without becoming the bottleneck?"

  • Strategic imperatives & OKRs
  • Executive operating cadence
  • Board narrative & materials
  • CEO office & CoS architecture
For the

COO

"How do I make the company run without holding it up myself?"

  • Operating system & rhythm
  • Org architecture & value chain
  • Cross-functional interlocks
  • Integration & transformation
For the

CMO

"How do I move from line item to leverage, and prove it?"

  • Marketing Maturity diagnostic
  • Demand & partner architecture
  • Analyst & category strategy
  • QBRs & sales-marketing interlock
For the

CPO

"How do I build the company the company is becoming?"

  • Talent & performance systems
  • Org design & job structure
  • DE&I, ERGs & engagement
  • Senior onboarding & integration
For the

CLO

"How do I make capability, not headcount, the unlock?"

  • L&D strategy & budget
  • Manager development programs
  • Capability frameworks & ladders
  • Presentation & narrative craft
The Practice

Four ways we work, across every seat.

Whatever the organization, our work follows the same arc: diagnose where it lives today, design the structure it needs to run, build the operating system that holds the structure in place, and embed the capability so the team can keep running it after we leave.

01 / Diagnose

Maturity Diagnostics

We meet the organization where it actually is, not where the org chart says it is. A structured diagnostic surfaces the level your organization operates at today, the level it needs in 18 months, and the operating moves that bridge the two.

  • Organizational maturity assessment
  • Stakeholder & voice-of-the-team interviews
  • Written diagnostic & roadmap
  • Board-ready transformation thesis
02 / Design

Organizational Design & Architecture

The line between an org chart and an operating company. We design the structure, role architecture, and reporting topology that lets the strategy actually run. Informed by value-chain analysis, span-of-control discipline, and the unromantic question of who decides what.

  • Org architecture & reporting structure
  • Role design, job ladders & leveling
  • Value chain & capability mapping
  • Re-orgs, integrations & M&A topology
03 / Build

Operating Systems & Cadence

The unglamorous orchestration that turns intent into momentum: OKRs that survive Q2, QBRs that aren't theater, eStaff calendars that actually drive decisions, and the cross-organizational interlocks that make the chart on the wall behave like a team.

  • Operational infrastructure & process design
  • Information architecture & knowledge systems
  • OKR, KPI & reporting frameworks
  • Executive operating cadence, QBRs & eStaff rhythms
04 / Embed

Capability Building & Org Readiness

We don't leave behind a binder. We leave behind a team that can run the playbook without us. Through embedded coaching, framework adoption, manager development, and the kind of training that actually changes Monday morning.

  • Leadership & manager development
  • Team engagement & culture programming
  • Recruiting operations & talent infrastructure
  • DE&I program design & ERG leadership
The Levels Framework

Five levels. One direction.

Most organizations don't fail because they're bad. They fail because they're scaling the wrong level. The Levels Framework gives leadership a shared language for where an organization actually is, where it should be in 18 months, and the operating moves that bridge the gap. It applies across the C-suite. Marketing was just the version we polished first.

01
Level OneReactive
Work happens because someone asked. The organization responds to the loudest stakeholder. No shared definition of contribution.
02
Level TwoOperational
A calendar exists. Reporting exists. But strategy and execution still live in different rooms, and the organization shows up as a line item rather than an engine.
03
Level ThreeAligned
The organization shares a number and a definition of success with its peers. It's invited into strategic conversations rather than briefed after them.
04
Level FourStrategic
The organization leads, not follows, the company narrative on its slice of the business. Operating cadence is owned, not borrowed from someone else's calendar.
05
Level FiveCompounding
A repeatable engine that produces durable advantage. Observable in win rates, talent quality, board confidence, and the caliber of the next leader the organization attracts.
The framework is the same. The instrument is the organization.  Marketing maturity, operating maturity, talent maturity, learning maturity: each is its own diagnostic. What stays constant is the scaffolding. Five levels, observable signals at each, and the specific operating moves that promote an organization from one level to the next.
How we engage

Three shapes of work, one standard.

We size the engagement to the question, not the other way around. What stays constant: a senior operator in the room, written deliverables that survive the quarter, and a clean exit when the work is done.

The work, in numbers

Outcomes that survived the next quarter.

We measure ourselves by what's still in place six months after the engagement ends. The frameworks below are still operating inside the companies that adopted them.

3×
Organization contribution to the operating plan within 4 quarters of diagnostic
42%
Reduction in time-to-board-pack via standardized OKR and reporting cadence
11
Senior leaders embedded with a working framework, not a binder
5×
C-suite seats served, from CEO operating system to CLO capability ladders
Case · Public SaaS / C-Suite

From an organization that reacted to one that compounded.

"Levels gave my team a shared language and a roadmap. Six months in, my board stopped asking what the organization does. They started asking how to fund more of it."

C-suite executive, public software company

The challenge

A $400M ARR public SaaS company with a strategic organization operating at Level 2. Reactive culture, no shared definition of contribution, and an operating cadence borrowed from the CRO's calendar.

The work

An eight-week diagnostic, a quarterly operating-cadence rebuild, and an embedded operating-partner motion across two quarters. Frameworks, QBR templates, and capability programs that became the company standard.

The outcome

The organization moved from Level 2 to Level 4 within four quarters. Contribution to the operating plan tripled. The QBR cadence is now used by three other organizations, and three other CXOs have hired us since.

Founder

A senior operator in the room.

Levels was founded on a simple bet: companies don't need more frameworks. They need one trusted operator who has actually run the organization, sitting next to the leader who has to deliver it.

Mia Andrews, Founder of Levels Consulting
Mia Andrews · Founder & Principal

Mia Andrews

Founder & Principal

Thirteen years across Spencer Stuart, CircleCI, Five9, GreenBiz Group, and Generate Capital. The through-line: building the operating infrastructure that didn't exist yet. EA to Project Manager at one of the top-four executive search firms in the world. Acting Chief of Staff to the CMO at Five9 through the scale from $250M to nearly $1B in revenue. First Chief of Staff at GreenBiz. Senior Operations at a $9B+ sustainability platform. Now running Levels Consulting as a fractional operating partner for the leaders navigating that same inflection.

The Levels Framework started as an internal maturity model for a single organization. It became the spine of how I think about scaling any C-suite seat. Not as a calendar of work but as an operating system, with discrete levels, observable signals, and the right move at each.

I work with companies between $50M and $500M ARR, usually at the moment when "we've outgrown the way we've been doing this" becomes louder than the comfort of doing it the way we always have.

Operating rootsSpencer Stuart, Five9, Generate Capital
Sweet spot$50M – $500M ARR
BasedBay Area · global
Writing

Field notes from the operating layer.

Long-form pieces written from inside the work. Read three before you reach out. You'll know whether we'll get along.

Field Note · CEO

Why most CEOs scale the wrong level of their operating system

12 min read · Apr 2026
Field Note · COO

Org architecture is a verb, not a chart

10 min read · Mar 2026
Field Note · CMO

The Maturity Model is a mirror, not a ladder

14 min read · Mar 2026
Field Note · CPO

Build the company the company is becoming

9 min read · Feb 2026
Field Note · CLO

Capability is the unlock everyone underfunds

11 min read · Jan 2026
Field Note · Operating

Most OKRs fail at the cadence, not the wording

11 min read · Jan 2026

If your organization is at a turning point, let's talk.

Tell us a bit about your situation. If we're the right fit, we'll schedule a 30-minute conversation. If not, we'll tell you that too.