KF & Co – Consulting

Your business no longer needs more effort.
It needs more capacity.

I partner with owners and CEOs of growing businesses to remove structural dependency on them, so decisions move faster, teams take ownership, and growth doesn’t require constant oversight.

I've built and scaled multiple businesses across healthcare, professional services, and education.

Now I advise leaders navigating their next stage of growth.

/
the problem

Growth feels heavier instead of easier

You’ve built a real business. You have systems. You have people. You have momentum. And yet:

Dependency

Decisions stay centralized

Revenue grows, but decisions, approvals, and problem-solving are still flowing through you.

Quality

Standards require oversight

What worked at smaller sizes created friction, rework, and hidden drag as complexity increases.

Momentum

Progress loses speed

Work gets completed, but forward motion depends on your involvement, limiting how fast the business can move.

This isn’t a failure of leadership or effort.

/
why this happens
Sustainable growth requires more than better systems. It requires leaders who are ready to use them.
/ 01

Clear decision ownership

Systems only work when leaders are willing to release decisions. If the owner remains the default decision-maker, systems become documentation instead of leverage. Readiness means deciding, explicitly, who owns what and standing by it.

Leadership Ownership Capacity Delegation Scale

Systems introduce friction before they create relief. Leaders who step back in at the first sign of inefficiency retrain the business to bypass the system. Readiness means allowing learning curves without rescuing the process.

patience Process persistence consistency

No system eliminates judgment calls. Leaders who do not trust others to think, decide, and occasionally get it wrong will override systems instinctively. Readiness means separating risk from control and allowing competence to develop.

Change Operating Model Alignment Execution

Systems fail when leaders continue operating as the highest-performing individual contributor. Readiness means redefining the role of the leader so fewer tasks and approvals flow through them and more time is spent shaping direction, priorities, and people.

leverage direction scale capacity-building
/
How we fix it

This work happens in a specific sequence. The order matters.

/ 01
Clarify

We define what you’re actually building by aligning your goals, role, leadership style, and strategy so every decision going forward has a clear purpose.

/ 02
Audit

We examine your business as it truly operates today across systems, decisions, finances, and people to identify where growth is being constrained or overloading you.

/ 03
Build

We install the structures, leadership capacity, and systems that allow the business to grow without increasing your personal workload or risk.

/
case studies
“I can breathe again, and my practice is growing faster and more effortlessly than I ever thought possible.”
- Susan Johnson (CEO of Johnson Orthodontics)
Team collaborating in a workspace

CASE STUDY 1: BUSINESS LITIGATION FIRM

7 attorneys, ~11 staff, $8.9M revenue

Before

Founding attorney was the decision-maker on all significant operational questions. The team was capable, but there was no clear pathway for decisions to get made without owner involvement. Revenue grew but profit margins stayed flat. Growth required more owner time, not less.

What We Did

Clarified what the owner wanted: Reduce work hours, step back from daily operations, improve profitability.

Audited where they were stuck: Conducted a 360 audit of the entire operation to identify where the business was structurally dependent on the owner and areas of weakness in the firm.

Built the system: Developed an executable org chart with clear decision rights. Identified and built a three-person leadership team. Coached the team weekly to own operations, staff management, and workflow decisions. Implemented EOS-style framework with meeting rhythms, scorecards, and accountability structures so leadership could execute without constant owner input.

After 4 months

  • •Owner work hours reduced by 30%
  • •Net revenue increased by 24%
  • •Leadership teams run daily operations independently
  • •Quarterly plan and weekly meetings prevents firefighting
Focused work session at a conference table

CASE STUDY 2: ORTHODONTIC PRACTICE

2 doctors, ~16 staff, $6.2M revenue

Before

The founding orthodontist's spouse ran operations as CEO, handling all major operational decisions personally - hiring, performance issues, vendor relationships, and anything requiring judgment. The team was capable, but there was no clear pathway for decisions to get made without the CEO's involvement. Revenue was strong but margins inconsistent. Growth meant more CEO time managing operations, not less.

What We Did

Clarified what they wanted: Reduce CEO work hours, delegate operations, improve profitability and grow the practice.

Audited where they were stuck: Conducted a 360 audit of the entire operation to identify where the business was structurally dependent on the CEO and where operational weaknesses existed.

Built the system: Developed an executable org chart with clear decision rights. Built a three-person leadership team. Coached the team weekly to own staffing, scheduling, vendor management, and daily operations. Implemented EOS framework with meeting rhythms, scorecards, and accountability structures so leadership could execute without constant CEO input.

After

  • •CEO work hours reduced by 40%
  • •Profit margin increased by 31%
  • •Culture improved (measured by surveys and staff interviews)
  • •Patient satisfaction increased by 42%
/
results

make more money

My clients increase revenue and profit margins

My clients see profit margin increases of 12-18% and revenue growth of 15%+ without adding more owner hours.

get your time back

Owners reduce work hours by 35-40%

Leadership teams handle daily operations so you work fewer hours while the business runs better than when you were in everything.

stop carrying everything

Your team makes decisions independently

Operational questions get answered without you. Your calendar shifts from firefighting to quarterly planning and strategic work.

/
Why kf&co

I don't just tell you what to do. I build the team that can actually do it.

Develop People Build Systems Sustainable Execution

Many consultants deliver strategy decks and leave. I stay to develop your leadership team, build operating systems, and coach your team until they can execute without you. My background as a developmental psychologist and former CEO means I understand both how organizations scale and how people actually develop the capacity to run them.

MEET THE FOUNDER & CEO

Hey, I'm Kate!

I’m Dr. Kate Flynn, a developmental psychologist and founder who has scaled multiple service-based businesses past seven figures. I help leaders remove the invisible patterns that keep their growth capped and their teams over-relying on them.

Dr. Kate Flynn & Co.

Helping professional service firm owners build smart systems and psychological resilience to outgrow their own bandwidth.

Newsletter

Get practical systems + resilience insights. No spam.

Unsubscribe anytime.

© 2026 | KF & Co. | All Rights Reserved