Q&A with Andrew Visser, The Better Process Company: Mastering Operational Excellence for Scalable Success

In an industry as fast-paced and demanding as iGaming, operational excellence can often feel elusive. Deadlines slip, teams get stuck in bottlenecks, and nobody is quite sure who is responsible for what anymore.

It’s a familiar story for businesses of all sizes, from start-ups to global giants. But the solution doesn’t have to feel as daunting as summiting Everest. Enter Andrew Visser , a seasoned professional with over 15 years of experience in technology and operations, spanning software development, iGaming, and crypto.

Andrew was a digital nomad and remote worker before it became cool, and his career has taken him across the US, UK, Gibraltar, Spain, and Malta. Having worked with household names like IBM and start-ups so small they'd all fit in a mini-van, Andrew’s breadth of expertise is undeniable.

Now, as the Founder of The Better Process Company , which is, unsurprisingly, all about improving processes and operations, his focus is on start-ups and scale-ups and giving them just enough structure and process to be successful.

In this Q&A, Andrew shares valuable insights from his extensive experience in operational optimisation to make people's jobs better. He explains how a fractional COO can bring the kind of strategic thinking and operational clarity to the table that most businesses only wish they could afford full-time.

We discuss the value in quickly identifying common signs of operational inefficiencies and strain, streamlining workflows, and guiding teams toward stronger communication and coordination. These efforts can be a game-changer for companies looking to grow without the growing pains.

So, with that being said, let's dive right in.

Gali: What is your definition of operational excellence?

Andrew: For me, operational excellence, at its core, is about ensuring that a business functions in the most efficient and effective way possible.

It’s about getting just enough process and structure to support the work that people are doing without slowing down that work. This approach ensures that it’s not just about processes and systems for their own sake, but about finding that balance where structure empowers rather than impedes. Through creating a framework that supports the work being done, teams are enabled to move with clarity, conviction, and purpose, and without unnecessary friction.

Operational excellence also involves using tools properly and intelligently, optimising them to extract their full potential, so that the resources you have drive maximum value and performance.

Gali: What are the signs that a company might have problems with their operations and processes?

Andrew: A clear indicator of operational inefficiencies is when there are frequent delays, particularly in cross-team deliveries or tasks. If teams struggle to meet deadlines or consistently face bottlenecks, it suggests deeper issues with how processes are structured.

Another red flag is when people don’t know what’s going on or what to do next - you'll see this a lot with new hires. Without a clear process, they’re left floundering.

Additionally, poor coordination or cooperation between teams are telling signs of dysfunction. While there is often a communication issue in here too, when responsibilities are unclear, cross-team projects stall as a result.

When no one knows who is accountable for what, momentum is lost, and progress becomes fragmented. A company’s operations should facilitate seamless teamwork, not hinder it through ambiguity or misalignment.

Gali: What are the top three causes of operational or process issues?

Andrew: Of the most common things I see, the first major cause is rapid growth. As companies expand, they often attempt to rely on the same processes and tools that served them well at a smaller scale.

The reality is that you can’t work the way you did when you’re 100 people like you did at 15. That’s asking for trouble. The tools and process almost never scale. This misalignment creates operational strain, as systems that once felt seamless begin to buckle under the weight of increased demands.

Another common issue arises when businesses enter new markets, launch new products, or take on new responsibilities. In these scenarios, you’re trying to put more, and different tasks through the same team(s) and they can’t adapt the processes and tools they’ve got to fit.?This lack of flexibility can cause bottlenecks, as the systems in place are not equipped to handle the growing complexity.

Lastly, mergers or acquisitions are a significant driver of operational challenges. This is, I think, fairly obvious, but one aspect of this that is often overlooked is the amount of operational information in people’s heads. During mergers, a lot of those people leave, either through redundancy or of their own accord. This often leaves a knowledge vacuum that disrupts continuity and the ability to integrate processes effectively.

I’ve seen all three of these challenges many times, and they consistently pose risks to smooth operations.

Gali: To take this a bit further, how do these challenges impact the business?

Andrew: There are obvious things like missing deadlines or delivery milestones, or there’s a last-minute scramble to meet them as a reactive, rather than proactive, approach.

There’s also the issue of teams working in silos, with little understanding of what others are doing, leading to a lack of visibility into progress. This is compounded by single points of failure, where only one person knows how to do a business-critical task - an inherently risky position for any business.

In addition to the above, there are other things that aren’t so obvious, that can carry deeper and more insidious effects. Working with a poor process is hugely frustrating and causes a lot of stress. This can manifest as people taking more sick days or getting angry with other teams.

If you’re starting to see a ‘blame’ culture emerging, it’s worth looking at why. Poor processes could be a cause. A lot of blame is “we didn’t know” or “they didn’t tell us.” This comes down to how teams communicate, and that's a process in and of itself.

Gali: What are three things a company can do to improve operations?

Andrew: Seek first to understand - talk and engage directly with the people doing the work and see where they have problems, from the ground up. They are often aware of where the inefficiencies are and also often have ideas on how to fix them. Typically, the areas that need attention revolve around communication, tools, and process alignment.

Start by examining how teams communicate, both internally and cross-functionally. How is information passed between them, and what serves as the 'source of truth'? Hint: if it's not documented in a reliable system, it's likely not dependable. Clear and structured communication is fundamental to smooth operations.

Next, take a close look at the tools being used. There’s a very good chance that when you first started using your tools you used simple, "out-of-the-box" configurations. While these work for small teams, they quickly become insufficient as the company grows.

Tools like JIRA, Monday.com, Zendesk, or HubSpot have far more capabilities than many businesses initially leverage. Unlocking their full potential can significantly improve both workflows and information flow.

Finally, avoid the trap of over-relying on a single tool for everything or overusing a tool in ways it wasn't intended. I see this often with chat tools, where new requirements or updates are in one of 12 Slack channels.

This was actually the key problem for a company I did some work for where the "source of truth" was Slack. While this worked to an extent when they were 18 people, it failed miserably when they were 60 and caused huge problems when they were 100+.

Since they were Atlassian subscribers, we resolved this by transitioning from Slack to Confluence, along with proper integrations, which made a marked difference in operational efficiency as the company scaled.

Gali: What impact do you think AI will have over the next few years?

Andrew: The biggest impact will be on automation. Right now, automation tends to follow a fairly rigid, predefined set of rules - essentially, if A occurs, then execute action 1; if B happens, then execute action 2, and so on.

With AI, you can teach it how to deal with certain scenarios and it will make value or risk-based judgements. I suspect that, as is often the case, it will be over-used and applied in contexts where it may not add substantial value. Ultimately though, I can see areas where it will have a big impact and genuinely drive efficiency and insight.

While there are some tools out there that are claiming to use AI, I’m a little sceptical at the moment and it's wise to remain cautious and discerning.

Additionally, as with any automation tool, you need to make sure you're automating the right process - evaluate before you automate.

Gali: What’s the biggest mistake people make when improving processes?

Andrew: Thinking that you have to design a process for every possible eventuality. You'll end up with a complex mess that nobody can use. Instead, cover all the most likely possibilities, along with a few rare, but high-risk, possibilities, and then put guidance in place for the rest - even if that just means talking with all the stakeholders.

That’s the other mistake - not involving all the stakeholders. It’s easy to assume someone might not have a vested interest, but it’s worth the time to check. A brief 30-minute meeting could prevent critical oversights, and it gives people the chance to feel heard and that they, and their opinions, matter.

This was a crucial part of a project I did a while ago where we initially identified around 20 stakeholders. As the project progressed, that number grew and eventually reached over 40. Not all of them were major players, but each needed to be involved to ensure alignment and buy-in across the board.

Gali: What does it mean to be a "fractional" COO?

Andrew: A fractional executive is like a very part-time member of the team. Typically, it’s only a few days or so a month.

Someone with 15+ years of experience can quickly add value to the business just by pointing out potential problems.

Gali: Can you really impact a business in a few days a month?

Andrew: Absolutely. In many ways, the role of a fractional executive is a lot like being a mentor or a coach. It's about leveraging years of experience to ask the right questions, challenge existing assumptions, and highlight areas the team may have overlooked. Often, the solutions are already within the organisation, but the team needs a prompt or new perspective to unlock them.

You’ve hired good, intelligent people - sometimes, they just need a bit of guidance to realise their full potential. A fractional COO can help the team refine their approach, offering insights and strategic direction that accelerate efficiency and growth.

It’s not the quantity of time, but the quality of that input that drives meaningful impact.

Gali: How do you know if a fractional COO is right for your business?

Andrew: If you’re a start-up about to scale, it’s a good time to consider getting someone involved who has been there and done that to help you avoid a lot of the common pitfalls that come with growth and expansion.

Additionally, if you’re looking to elevate your team’s performance, a seasoned executive can serve as both a mentor and a strategic guide. With decades of expertise, they won’t just provide solutions - they’ll empower your team to step-up and discover those solutions themselves, fostering growth and instilling confidence as your business evolves.

In essence, a fractional COO can be the catalyst that accelerates your company’s progress while equipping your team to take on greater challenges.

This conversation with Andrew Visser of The Better Process Company has been a treasure trove of actionable strategies and transformative insights, offering a roadmap to overcoming common operational inefficiencies and supporting scalable business growth.

Andrew's commitment to helping companies scale by streamlining their processes and avoiding unnecessary complexity has been galvanising.

His approach underscores a crucial lesson - significant growth is within reach when you empower your teams to tackle process inefficiencies, enhance communication, and ensure stakeholder alignment.

However, the path to excellence is ongoing. It's important to ask yourself what proactive steps you can take today to not only resolve current challenges but also strategically position your company for enduring success.

Disclaimer: The VIP Topics, Opinions, and Insights presented in this Q&A series are intended to highlight individual knowledge and personal opinions. They do not represent the views or opinions of Gali's Guide or WarriorLab. The questions and answers are designed to stimulate discussion and debate within the context of our Q&A sessions. It is important to note that the responses provided here are not to be considered professional advice or endorsements by Gali's Guide or WarriorLab. Before making any decisions related to the Q&A discussion topic, it is advisable to seek guidance from qualified experts or professionals who can provide tailored recommendations based on your specific circumstances. These discussions are for informational, discussion, and debate purposes only.