Leadership with operating depth.

Opsist is led by a multidisciplinary operating team spanning technology, operations, finance and capital. The same people who set the plan carry named responsibility for running it.

Strategy + Technology

Transformation thesis, operating architecture and the systems a company runs on.

Operations + Execution

Cadence, workflow ownership, vendor discipline and management reporting.

Finance + Growth

Reporting quality, EBITDA discipline and the capacity to absorb growth.

Capital + Partnerships

Capital structuring, partner development and commercial pathways.

Ravikiran Thummalapenta

Head of Strategy

25+ years
Technology + Infrastructure
Capital + Value Creation

Ravikiran Thummalapenta has spent more than 25 years across enterprise technology delivery, infrastructure development, real estate operations and value creation. His work has run from engineering and 24/7 operating environments through portfolio optimization, property operations and investment strategy across multifamily, build-to-rent and digital infrastructure. That combination is unusual: he has built the systems companies run on, carried responsibility for the operations those systems support, and made the capital decisions that determine what a business becomes. At Opsist he brings the same discipline to founder-led companies, where the constraint is rarely ambition and almost always architecture, sequencing and the order in which capital is committed.

Operating mandate at Opsist

Owns the transformation thesis, the sequence of work, the technology and operating architecture, and the capital decisions behind the value-creation plan.

Tiffany Coughlin

Head of Operations

15+ years
Portfolio Operations
Vendor + Operating Discipline

Tiffany Coughlin has spent more than 15 years in operations and property management, and at Opsist she runs the operating cadence that turns a value-creation plan into weekly execution. Her work covers staffing coordination, vendor and supplier management, service reporting and operational-excellence programs: the unglamorous machinery that decides whether a plan actually runs. She is practiced at the translation founder-led businesses most often miss: converting intent into a named owner for every workflow, a clear weekly cadence, and reporting honest enough to show where execution is slipping before it costs money.

Operating mandate at Opsist

Owns operating cadence, workflow ownership, execution standards, staffing and vendor coordination, and the management reporting that shows whether the plan is running.

Reena Sharma

Head of Growth

15+ years
Growth Strategy + Branding
Finance Operations
Value Creation

Reena Sharma has spent more than 15 years building growth engines across finance, operations and brand. At Opsist she leads the growth operating layer for founder-led companies: positioning, branding, demand generation and the execution discipline that turns attention into repeatable revenue. Her background spans investment banking, BPO and export operations, asset management and finance operations, and she applies that mix to the practical work of EBITDA growth, working-capital discipline and operational readiness. She treats growth as an operating problem before a commercial one: brand and demand only compound when the business behind them can deliver, report and repeat.

Operating mandate at Opsist

Owns the growth operating layer: positioning, branding, demand generation, reporting, capacity and the execution readiness required before additional volume or capital is added.

Jennifer Tran

Head of Business Development

25+ years
Project Finance
Capital + Partnerships

Jennifer Tran has spent more than 25 years in strategic project financing and client partnerships across infrastructure, commercial real estate, digital infrastructure and structured capital. At Opsist she leads founder and partner development, structuring the capital relationships and commercial pathways that support a transformation plan. She has coordinated financings involving senior debt, mezzanine capital, equity and public-incentive programs, with a practice centered on project feasibility, capital structuring and stakeholder alignment. Her relationships tend to be measured in years rather than transactions, which shapes how she works: capital is matched to what a business can actually carry, and the structure is built around the operating plan rather than imposed on it.

Operating mandate at Opsist

Owns founder and partner development, engagement formation, capital relationships and the commercial pathways that support a transformation plan.

Accountability

Named accountability.

Leadership depth only matters if it is attached to someone. Every engagement states who owns the work before it starts.

A named operating owner

One person at Opsist is accountable for the plan, the cadence and the reporting.

A written scope

What Opsist owns, what the company owns and what is out of scope is documented before work begins, and changes in writing.

A defined escalation path

The route from working team to leadership is agreed in advance, with stated timeframes.

Start Your Free Ops Audit

An Ops Audit begins with a written review of finance, cash, people, customer and systems workflows, and ends with a plan that has named owners.

Start Your Free Ops Audit How It Works Speak With Opsist 855-526-7747