The Modern Operations Executive - Essential Traits for Mid-Market Success in 2025
In the ever-evolving world of mid-market business, operations executives are no longer confined to the traditional back-office role of process improvement and cost control. Today’s successful operations leader is a strategic architect, digital integrator, cultural catalyst, and execution powerhouse. As companies navigate rising customer expectations, labor constraints, technological disruptions, and global instability, the Chief Operating Officer (COO) role — or its equivalent — has become more complex and mission-critical than ever.
Mid-market firms, typically those with revenues between $10 million and $1 billion, face a unique challenge: they are often too large for simple solutions yet too resource-constrained for enterprise-scale bureaucracy.
The operations executive must exhibit a rare blend of strategic acumen, technical fluency, leadership charisma, and executional discipline in this environment.
The modern COO must deliver agility without sacrificing consistency, foster innovation while maintaining process rigor, and build scalable systems that support organic and acquisitive growth.
By identifying the capabilities that drive operational excellence and enterprise value, we can provide a roadmap for company leaders, investors, and boards seeking to elevate their operational leadership.
Strategic Vision & Execution
The most successful mid-market COOs operate at the intersection of vision and implementation. They don’t just interpret strategic plans—they turn them into executable roadmaps. They:
- View the company's systems as part of an interconnected whole.
- Utilize long-term planning to ensure operations align with multi-year growth goals.
- Prioritize and focus resources on initiatives with the highest impact.
A case study from a Midwest manufacturing firm shows how a new COO restructured operations into regional hubs, aligning capacity with demand forecasts and reducing delivery lead times by 30%.
Operational and Digital Fluency
Modern COOs or equivalents must be fluent in traditional operational disciplines (lean manufacturing and Six Sigma) and next-gen digital tools. They lead by metrics and embrace technology that enhances speed, accuracy, and adaptability. Including:
- Strong command of KPIs, dashboards, and financial levers.
- Comfort with digital tools like ERP, automation, and AI-enabled decision support.
- Continuous improvement mindset to drive iterative gains.
According to McKinsey, firms that combine operational discipline with digital adoption grow 2.5x faster than peers.
Leadership and Talent Magnetism
Mid-market COOs or Executive VPs of Operations must attract, retain, and develop top-tier talent. In fast-growing or resource-constrained environments, team performance often reflects the leader’s ability to motivate and align people. Key skills include:
- High emotional intelligence and an authentic leadership style.
- Focus on mentoring and upskilling internal talent.
- Clear, consistent communication of goals and values.
Gallup notes that organizations with highly engaged managers are 21% more profitable.
Change Management and Cultural Intelligence
Operational leaders today must manage change without disrupting business continuity. Cultural intelligence is key when integrating acquisitions, launching new systems, or navigating generational workforce shifts. These leaders must have:
- Resilience in the face of ambiguity and resistance.
- Empathy to anticipate and ease stakeholder concerns.
- Agility to pivot when conditions change.
Deloitte reports that 70% of transformation failures are due to cultural friction, not strategy flaws.
Customer-Centric Process Design
Operations that ignore customer experience are destined to fail. Great COOs design processes that meet internal efficiency needs while delivering external value. Successful COOs possess:
- Obsession with understanding the customer journey.
- Cross-functional collaboration to eliminate friction points.
- Service mindset that permeates every team.
Forrester research confirms that customer-obsessed companies outperform laggards in revenue growth, retention, and NPS.
Private Equity and Investor Alignment
For PE-backed firms, the COO plays a critical role in value creation. They translate investment theses into operational execution, drive EBITDA expansion, and support exit readiness. They must have:
- Strong financial fluency and comfort with board-level reporting.
- Deep understanding of the value creation levels: pricing, throughput, and working capital.
- Transparency and alignment with investor priorities.
According to Bain Capital, top COOs in PE-backed companies drive 50-70% of total value creation during a hold period.
Conclusion: The Operations Executive as Enterprise Integrator
The modern operations executive is no longer a behind-the-scenes enforcer of process. They are front-line leaders, technology champions, talent developers, and cultural stewards. Mid-market companies that recognize and cultivate these traits will be better positioned to adapt, compete, and thrive in an uncertain economy.
For more than 15 years, The Overture Group has helped our clients navigate the complex relationships within their business, assuring that they have the right person in the right seat. Our unique expertise in both Executive Search and Compensation can help you stay strategic, stay adaptable, and above all, stay informed.
Please feel free to reach out to me directly at BWright@TheOvertureGroup.com with any questions or comments.