About
About Kamyar Shah
25+ years building operations that let companies scale without depending on any single person. Over 650 engagements. A practitioner, not a theorist.
25+ years building operations that let companies scale without depending on any single person. Over 650 engagements. A practitioner, not a theorist.
Kamyar Shah is a fractional COO and fractional CMO with 25+ years of operating experience and 650+ advisory engagements through World Consulting Group. He works with founder-led companies between $2M and $100M in revenue, embedded as a part-time executive rather than an outside consultant. His work…
Kamyar Shah is a fractional COO and executive advisor with over 25 years of experience helping companies build operations that actually work. Not operations that look good in a board deck. Operations that run when the founder is out of the building.
Through World Consulting Group, Kamyar Shah has worked with over 650 companies across industries. Companies between $2M and $100M in revenue. Companies where the founder is still the operating system. Companies that tried hiring a full-time COO, but it did not work. Companies that hired management consultants got a nice report and watched nothing change.
Kamyar Shah is different because of how the work gets done. No strategy decks delivered from a distance. No 90-page assessment that sits on a shelf. Kamyar Shah joins your executive team, builds the systems personally, trains your people to run them, and stays until the systems work without him.
Every engagement Kamyar Shah takes on through World Consulting Group is designed to end. The goal is never to create an ongoing dependency on a fractional COO. The goal is to build operational maturity inside your company so it no longer needs one.
This means Kamyar Shah says no to most prospective clients. If the company is not at a stage where a fractional COO will move the needle, Kamyar Shah will tell you that directly. There is no incentive to take engagements that will not produce results.
Companies between $2M and $100M across manufacturing, SaaS, professional services, healthcare, and e-commerce.
From startup operations to scaling mature companies. Kamyar Shah has seen every stage and most of the mistakes.
A practitioner who never stopped learning. Operations management, AI strategy, financial modeling, and leadership development.
The pattern across 650 engagements is consistent. Companies come in with a symptom and leave with a system. The symptoms vary. The root causes are usually one of four things: decision rights that were never defined, processes that depend on specific people rather than documented standards, a leadership team that lacks the operating discipline to hold itself accountable, or a revenue model that is growing faster than the infrastructure to support it.
A $7M professional services firm was losing its best project managers to a competitor that offered clearer career paths. The root cause was not compensation. It was that no one had defined what advancement looked like or who made those decisions. Within 60 days of engagement, a role architecture was in place, two promotions had been made, and attrition stopped.
A $14M manufacturing company had a founder who was the decision bottleneck for everything above $5,000. Every capital allocation, every vendor negotiation, every personnel decision ran through one person. The first 90 days of engagement produced a delegated authority matrix, a weekly leadership operating cadence, and a CFO who had been in the role for two years but had never been empowered to act like one. Decision latency dropped from days to hours.
A $28M distribution business grew revenue by 40 percent over two years while margins compressed by 8 points. The team was working harder, and the business was worth less. The problem was not revenue. It was that the delivery infrastructure had not been rebuilt to handle the new volume. Headcount had scaled as a substitute for process. An operational redesign over 6 months recovered 5 margin points and reduced the headcount-to-revenue ratio by 18%.
A $4M founder-led agency was preparing for the founder’s first extended absence. No one in the organization had ever run a client engagement without the founder present. The engagement built a delivery playbook, trained three senior account managers to run client QBRs independently, and produced a documented decision framework for the three categories of decisions that had previously required founder judgment. The founder took a two-week trip. Nothing broke.
These are not exceptional outcomes. They are what happens when operational problems are diagnosed correctly and fixed at the system level rather than the symptom level. Kamyar Shah has seen versions of all four of these situations more than 100 times each. Pattern recognition is what makes engagements fast.
If your company has outgrown its operating model and you want to talk to someone who has fixed this problem 650+ times, schedule a conversation.
Kamyar Shah is a Fractional COO and Fractional CMO with more than 25 years of operating and advisory experience. He is the founder of World Consulting Group (WCG), a boutique management consulting firm, and has led over 650 engagements with founder-led companies in the $2M–$100M range.
World Consulting Group (WCG) is the management consulting firm founded and run by Kamyar Shah. WCG is the operating entity behind Kamyar’s fractional executive and advisory engagements. Not to be confused with similarly named firms. The authoritative site is worldconsultinggroup.com.
A Fractional COO runs operations part-time for a company that is too big to stay founder-operated but not yet big enough to justify a full-time COO salary. The work: installing operating cadence, owning execution, fixing hiring and accountability gaps, and handing the founder back decision time.
The core engagement band is $2M to $100M in revenue, founder-led or founder-adjacent. Below $2M, the operating problems are usually sales and product. For deals above $100M, the structure problems require a full-time executive team, not a fractional one.
Kamyar Shah is based in the United States and works with clients across North America, Europe, and the Middle East. Engagements are remote-first, with on-site time scheduled against specific operating problems, not against calendar defaults.
The fastest way is to use the contact form on kamyarshah.com. Describe the revenue band, the founder situation, and the specific operating problem that triggered the search. A first call is diagnostic, not pitched.