About OPS

Most growth problems aren't budget problems. They're insight problems.

When growth stalls, brands usually look for more — more spend, more channels, more agencies. The brands that actually break out do something different. They find the angle others missed — an under-utilized asset, a story hiding in the data, an audience the brand isn't talking to, a positioning shift the category hasn't caught up to — and they build a system around it.

OPS is an independent creative growth practice for consumer brands.

How we work

Find the angle. Dig into the data, the customer, and the category to find what's actually constraining growth — and the unique angle nobody's named yet.

Run the experiment. A campaign, a landing page, a new product, a new channel, a repositioning. Small enough to ship fast, sharp enough to learn from. Research, creative production, rapid testing, iteration — work that used to take a team of ten now takes one operator a week.

Build the system. The experiments that work don't stay one-off campaigns. They become the system — an acquisition engine the brand owns. Not a deck. Infrastructure that keeps paying off after the engagement ends.

Insight, experiment, system. Repeat. Each cycle sharpens the brand's edge in the category and makes the next experiment cheaper to run.

Who you work with

I'm Michael McCutcheon — a senior operator with a decade of growth, strategy, and creative work across consumer brands and media. Early teammate at Casper as Director of Content and Director of Product Marketing (named and launched Casper Glow, the brand's first connected device; built the sleep science series that drove $1.4M in incremental revenue at 350% ROAS). Fractional CMO at 12100 Collective (rebuilt ConciergeMD's core membership positioning for a 20% on-site conversion lift). Earlier, at Mic, helped grow the audience from 20K to 20M monthly visitors and built the branded content team that won a Digiday Innovation in Advertising Award for GE.

Every OPS engagement is owned by me. No agency layers, no junior strategists, no account manager translating between you and the person doing the thinking.

Quick to engage. Quick to find the angle. Quick to ship.

What we believe

Growth problems are usually insight problems wearing budget problem clothing.

Strategy isn't a deck — it's an approach to building systems.

The brands that break out aren't the ones with bigger budgets. They're the ones willing to bet on the angle nobody else saw.