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Boutique Advisory for the C-Suite

Take the function 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. To bring rigor, cadence, and momentum to the function they own.

See who we work with → The Levels Framework
Operating experience drawn from
Public SaaS · PE-Backed Growth · Seed → 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.

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

  • Function 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-functional interlocks that make the chart on the wall behave like a team.

  • OKR & KPI design
  • Executive & team operating cadence
  • QBR, board & eStaff calendars
  • Sales-Marketing-Product interlocks
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 team development
  • Manager development & ladders
  • Training calendar, budget & programs
  • Senior-hire onboarding & integration
The Levels Framework

Five levels. One direction.

Some organizations stagnate 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.

01
Level OneReactive
Work happens because someone asked. The function 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 function shows up as a line item rather than an engine.
03
Level ThreeAligned
The function 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 function 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 function attracts.
Each organization's structure and maturity level receives its own diagnostic. The framework is applied individually across five levels with 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×
Function contribution to the operating plan within 4 quarters of diagnostic
42%
Reduction in time-to-board-pack via standardized OKR & 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
An engagement in practice

What it looks like to work the levels.

"An engagement isn't a performance. The work shows up in the next quarter's calendar, and the one after that."

Mia Andrews, Founder

The starting state

An organization that has outgrown the way it's been operating. Strategy is clear at the top but ambiguous two layers down. The operating cadence was inherited rather than designed. The team is competent, but burning energy on coordination that should be invisible by now.

The work

We open with a structured diagnostic that includes stakeholder interviews, document review, and the maturity assessment. We follow with org design where structure has stopped serving strategy. We build the operating cadence (OKRs, QBRs, executive rhythm) that holds the structure in place. And we embed the capability so your team can run the playbook without us.

What changes

The same leaders, doing different work. Decisions that used to take three meetings happen in one. The board conversation shifts from what the organization does to how to fund more of it. The next senior hire is the caliber the company couldn't attract a year ago.

Founder

A senior operator in the room.

Levels was founded on a simple bet: companies don't need more tools and meetings. They need an experienced and trusted operator who can diagnose an organization's structure from the top and build reliable systems and structure that scales.

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

Mia Andrews

Founder & Principal

20 years as a functional operating partner inside world class organizations across a number of industries, including a scaling public SaaS company, that went from $200M to $1B+ ARR. Now operating as advisor, builder, and occasional fixer for the leaders shaping a similar arc.

The Levels Framework started as an internal maturity model for a single organization and draws on my experience across top-performing organizations with world-class operating systems enabling their success. It became the spine of how I think about scaling any C-suite seat.

I work with companies from seed to $200M in revenue, and with functional leaders where revenue exceeds $200M. My clients are often at an inflection point where "we've outgrown the way we've been doing this" becomes louder than the comfort of doing things "the way we always have."

Operating rootsFive9 · Spencer Stuart · Generate Capital
BasedBay Area
Writing

Field notes from the operating layer.

Written from inside the work.

Field Note · CEO

Why most CEOs scale the wrong level of their operating system

12 min read · Apr 2026
Field Note · CEO

The parts of your operating system you should build first

12 min read · Apr 2026
Field Note · COO

Org architecture is a verb, not a chart

10 min read · Mar 2026
Field Note · CMO

Why Mature Marketing?

14 min read · Mar 2026
Field Note · CPO

Build the company the company is becoming

9 min read · Feb 2026
Field Note · CLO

Unlocking capability

11 min read · Jan 2026
Field Note · Operating

It doesn't have to be an OKR, but it should be something

11 min read · Jan 2026

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

The first conversation is 45 minutes, written follow-up included, no obligation. We'll tell you straight whether we're the right partner, and if not, who is.

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