Fractional Operations Leader | Board Director | MBA & CMC Candidate
Michael Hoang
22 years scaling enterprise operations. Now redirected to where that discipline compounds fastest: small and medium businesses and startups.
Twenty-two years making large organizations actually work: network engineering, M&A integration, 5G product strategy. I made a deliberate call to bring that same rigour downmarket, giving small and medium business owners and startup founders the operating discipline of a billion-dollar enterprise, without the bureaucracy.
About Me
22 years turning organizational complexity into measurable results, now applied to small and medium businesses and startups.
$43M
Procurement Savings
$32B
Revenue Optimized
80%
Incident Reduction
MBA '26
Royal Roads University
The pattern holds at any scale: understand the system before forcing an outcome. That is the difference between diagnosis and guesswork, and it is what I bring, sharpened by an MBA in progress at Royal Roads University and a CMC designation underway, directly to small and medium business owners and startup founders who are usually solving these problems alone.
My Values
Trust
Real partnerships require honesty, not pitches.
I say what's true, even when the easier story would land better.
Integrity
What I do matches what I say. The work speaks for itself.
I hold the same standard whether anyone is watching or not.
Accountability
I own the outcome, not just the effort.
When something goes wrong, I fix it before I explain it.
Expertise
MBA-trained across the full toolkit: operations, change and leadership, finance and M&A, and growth strategy.
Operations and Lean Design
Finding where growth breaks the system, and redesigning it with Lean discipline, without adding headcount or capital.
Change Management and Leadership
Leading change from the floor up, unlocking capability in people who did not see it in themselves.
Corporate Finance and M&A
Leading operational integration through a historic M&A, and extracting maximum value from high-stakes vendor and financial negotiations.
Marketing and Growth Strategy
Applying MBA-level segmentation, positioning, and pricing strategy to real growth problems, not just operational ones.
Global Operating Experience
Real operating authority, on the ground and around the clock
15
Countries
4
Continents
22
Years
Deep Dive: India (2018)
A month-long, five-vendor RFP evaluation across Pune, Bangalore, and Chennai, structured around a weighted scoring model, cost 40%, innovation 30%, change management 20%, values and community impact 10%, to separate price from long-term partnership value.
Deep Dive: Follow-the-Sun Delivery
Managing a roughly 120-person team spread across twelve vendor partners in twelve countries, India, Romania, Sweden, Finland, Germany, Spain, Brazil, the UK, Mexico, the US, Canada (near-shore), and Singapore, on a follow-the-sun model with real operational authority, governed by IT operations KPIs (uptime, ticket response) and Agile delivery metrics for software implementation.
Selected Projects
Lean thinking applied to real operational and strategic problems, quantitative and qualitative. Client details are anonymized.
Operational Optimization for a Growing Food Business
MBA Capstone | Operations and Lean design, food and beverage
A “selective formalization” strategy delivered with a full implementation roadmap that preserved the craft culture that made the business work.
Go-to-Market Pricing Strategy for a Swiss Alt-Protein Startup
BSwiss Summer School | Pricing and go-to-market strategy, food and beverage
A foodservice pricing recommendation and a fully itemized pilot budget, with payback scenarios ranging from seven to twenty-one months depending on chef adoption.
Lean Operations Strategy for a Family-Owned Finishing Business
MBA Team Engagement | Lean operations, industrial manufacturing
A recommended plan targeting lead time under 5 days for 90% of jobs and on-time delivery above 95%, achieved by engaging the people already doing the work.
Growth Marketing Strategy for a Nonprofit Motorsport Club
MBA Team Engagement | Marketing and growth strategy, nonprofit
A low-cost, high-leverage plan that grew registrations without diluting what made the event exclusive.
The Path So Far
From customer care to 5G product strategy. Each chapter taught me a different layer of how organizations actually work.
The Foundation
2005 - 2016
Learned the business from the frontlines before trying to change it.
Started in customer care, then moved into wireless network engineering, supervising 3G/4G deployment and a Canadian mobile operator acquisition. This is where I learned that sustainable change starts with understanding the system.
Going Global
2016 - 2019
$43M in procurement savings across 15 countries, and procurement as a lever for social change.
Moved into system design and technology procurement, managing relationships with Big 4 firms and global IT providers across 15 countries. Delivered $43M in procurement savings, but impact was not just about cost: that India vendor evaluation (see above) led to a partnership with a global IT provider who committed to promoting women into technology leadership roles.
Leading Through Change
2019 - 2025
99.9% activation success, 80% fewer incidents, through a historic M&A integration.
Served as a technology lead for a historic Canadian cable and telecom M&A and integration, ensuring operational continuity for millions of customers, a 99.9% activation success rate, and an 80% reduction in incidents through ML automation. Alongside that, I spearheaded a Women in Technology mentorship program; several participants have since moved into leadership roles.
Shaping What is Next
2026
A deliberate pivot: 22 years of enterprise operations, redirected to where they compound fastest.
My most recent work focused on 5G and satellite-to-mobile product strategy at enterprise scale, including pricing model design. I made the strategic call to redirect that experience toward small and medium businesses and startup founders, where the same operational discipline solves the problems they are usually navigating alone, whether they are early in their growth or already scaling.
Governance and Community
Service is not a side project. Finance, sustainability, education, and international trade, 14 years of showing up.
Guest Judge and Panelist
Royal Roads University, Online Venture Challenge
Evaluating Bachelor of Business Administration students launching purpose-driven e-commerce ventures in partnership with local nonprofits, bringing MBA-level rigour to the next generation of business students.
Board Director
Swiss Canadian Chamber of Commerce (Ontario), Board of Directors
Supporting the strategic direction of a not-for-profit chamber promoting Swiss business interests across the Greater Toronto Area since 1966, advocating for members and collaborating with the Swiss Consulate and partner chambers on trade initiatives.
Sustainability and Audit/Finance Committee Member
PCA Upper Canada Region
Integrating environmental and social considerations into organizational strategy. Contributing to program development with a community service focus and supporting fiduciary oversight through the Audit and Finance Committee.
RRU Entrepreneurship Club
Royal Roads University
Founded a university-recognized club with 20+ alumni network. Organizing speaker sessions, pitch competitions, and skills workshops to foster entrepreneurial mindset across MBA cohorts.
VP Finance and Services
Royal Roads University Student Association, Board of Directors
Designed a perpetual scholarship endowment fund. Providing fiduciary oversight and financial governance for the university's largest student association. MBA Cohort Representative for ~40 peers.
Fundraising Campaign Organizer
BC Childrens Hospital Foundation
Sustained charitable commitment raising approximately $14,000 for pediatric care. Long-term community investment through consistent annual campaigns.
The Journey Ahead
The next chapter does not happen by accident. Here is how I am preparing.
Future of Capitalism
RRU x IESE Business School and Shizenkan University
Learning from leaders like Paul Polman (former Unilever CEO) and John Elkington (sustainability pioneer) challenged how I think about value creation, and how business can do more than just make money.
MBA Integrative Experience
Royal Roads University, Victoria
Two weeks working with a live client to put everything together. This is where the MBA stops being theory and starts being practice.
BSWISS at FHNW
University of Applied Sciences and Arts Northwestern Switzerland (FHNW), Basel
A closing chapter to the MBA: two weeks on Swiss innovation, competitiveness, migration, and sustainability, with visits to Roche, UBS, Novartis, and an early-stage food-tech startup. The standout was a conversation at UBS Basel about seeing the bank as part of a broader ecosystem rather than a standalone institution, a systems-thinking lens that echoed everything my MBA leadership coursework had pushed me toward.
Master of Business Administration (MBA)
Royal Roads University, Victoria, BC
A blended-learning MBA I could do while working full-time, with classmates from industries I had never touched (non-profit, arts, hospitality, healthcare) and an international exchange with FHNW Basel. I learned as much from my peers as the coursework.
Every case study on this page started with a conversation.
The next one could be yours.
Let's Connect
Let's talk about what is not working yet. As a fractional executive, I bring MBA-level rigour across operations, finance, change, and growth to funded businesses and startups scaling faster than their systems can handle. If that is where you are, reach out directly. I read every message myself.
Engagements can be fractional, project-based, or advisory, whatever fits where you are right now.