Role catalogs

COO workflow catalog

a chief operating officer who runs a company’s day-to-day operations, setting priorities and keeping teams, projects and processes on track

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48
workflows in this catalog
3
industriesManufacturing 14 · Construction 15 · Property Management 19
3
areas of workLargest: Executive & Portfolio Strategy (19)
23k
hrs/yr across these workflowsPlanning estimates from the Process Atlas

COO

Industry
Area

48 workflows

COO · 1 area · about 6,514 hrs/yr

Manufacturing (14 workflows)

Executive & Strategy (14)

about 6,514 hrs/yr

  1. Weekly operating review (Daily / Weekly, about 546 hrs/yr) Every week, operations leaders review shipments, bookings, backlog, on-time delivery, safety, and labor from the ERP and Power BI, compare each against plan, and record an owner and due date for every action item.
  2. Plant KPI review (Daily / Weekly, about 546 hrs/yr) Plant managers review OEE, scrap, labor efficiency, on-time job completion, and safety incidents by shift or day, drawing on ERP job data and Power BI dashboards, and log a corrective action against every miss.
  3. Working capital review (Daily / Weekly, about 546 hrs/yr) Treasury and operations review receivables aging, inventory days, and payables timing from ERP aging and valuation reports, compare them with targets, and agree actions such as collection pushes, inventory cuts, or payment-term changes.
  4. Product-line profitability review (Daily / Weekly, about 546 hrs/yr) Finance groups invoiced revenue and actual cost by product line from the ERP, allocates freight, warranty, and overhead by agreed drivers, and reviews which lines fall below margin targets for pricing or rationalization.
  5. Customer profitability review (Daily / Weekly, about 546 hrs/yr) Finance calculates margin by customer from invoiced sales, product cost, freight, rebates, deductions, and service cost in the ERP and AR records, then flags accounts where price or terms need renegotiation.
  6. Supplier concentration risk review (Daily / Weekly, about 546 hrs/yr) Purchasing reviews spend by supplier and commodity from ERP purchase history, identifies parts with one approved source or heavy dependence on one vendor, and records mitigation plans such as second sources or buffer stock.
  7. Enterprise risk register review (Daily / Weekly, about 546 hrs/yr) Leadership reviews the risk register in Excel or SharePoint.
  8. Strategic plan refresh (Weekly / Monthly, about 520 hrs/yr) Leadership revisits the multi-year plan against current results.
  9. Gross margin bridge analysis (Weekly / Monthly, about 520 hrs/yr) Finance explains the change in gross margin between periods by splitting it into price, volume, mix, material, labor, overhead, and scrap effects, using ERP sales and cost data reconciled to the income statement.
  10. Capital expenditure prioritization (Weekly / Monthly, about 520 hrs/yr) Department capital requests arrive with vendor quotes, payback or IRR estimates, and safety or capacity justifications.
  11. Capacity investment analysis (Weekly / Monthly, about 520 hrs/yr) When forecast demand exceeds available hours at key work centers, planners compare load with capacity in ERP reports, model extra shifts, overtime, outsourcing, or new equipment in Excel, and document the recommended investment case.
  12. Make-vs-buy analysis (Weekly / Monthly, about 520 hrs/yr) For a part or assembly, engineering and finance compare internal cost from the ERP cost rollup, capacity impact, and quality history against supplier quotes, then record a make or buy decision with the supporting math.
  13. Annual operating plan (Annual / Periodic, about 46 hrs/yr) Before the fiscal year starts, finance gathers departmental budget templates, volume forecasts, and headcount plans, reconciles them to ERP actuals, tests margin and capacity assumptions, and loads the approved plan as the budget version.
  14. Board reporting package (Annual / Periodic, about 46 hrs/yr) Before each board meeting, the CFO's team assembles financial statements, KPI trends, forecast updates, and risk items from the ERP, Power BI, and Excel into a board book tied to closed ledger figures.

COO · 1 area · about 7,424 hrs/yr

Construction (15 workflows)

Executive & Strategy (15)

about 7,424 hrs/yr

  1. Bank covenant reporting (Weekly / Monthly, about 624 hrs/yr) Each reporting period, the controller calculates loan covenants such as current ratio, debt to tangible net worth, and minimum working capital from the financial statements, then delivers the signed compliance certificate to the lender.
  2. Equipment fleet investment plan (Weekly / Monthly, about 624 hrs/yr) Equipment and operations leadership decide which units to buy, rent, or retire, weighing utilization hours, repair history, age, and upcoming backlog demand, and record the approved capital plan for the next period.
  3. Strategic hiring plan (Weekly / Monthly, about 624 hrs/yr) Leadership matches upcoming backlog and expected wins against current project managers, superintendents, and estimators to decide which roles to hire and when, producing a staffing gap plan tied to project start dates.
  4. Backlog review (Daily / Weekly, about 546 hrs/yr) Every week, leadership walks remaining contract value by job and division against expected burn dates, using ERP contract and cost reports, and records revised burn curves and staffing gaps in the backlog workbook.
  5. Bid pipeline review (Daily / Weekly, about 546 hrs/yr) Business development and estimating review every open pursuit: bid date, estimated value, win probability, and estimator load from the CRM and bid calendar, producing a weighted pipeline report by month and division.
  6. Go/no-go market review (Daily / Weekly, about 546 hrs/yr) Leadership decides which markets, owners, and project types to chase, weighing win rates, closed-job margins, backlog mix, and bonding room, then records each go or no-go call in the pursuit criteria sheet.
  7. WIP executive review (Daily / Weekly, about 546 hrs/yr) After month-end, executives walk the WIP schedule job by job: contract value, cost to date, estimated cost at completion, percent complete, and over or under billing, marking jobs that need explanation before statements close.
  8. Cash forecast review (Daily / Weekly, about 546 hrs/yr) Treasury and the CFO review a rolling cash forecast built from AR aging, expected owner payments, subcontractor and AP payment runs, payroll dates, and retention receivable, then set the week's disbursement and borrowing plan.
  9. Bonding capacity review (Daily / Weekly, about 546 hrs/yr) Finance compares bonded backlog with the surety's single-job and aggregate limits, using the WIP schedule, backlog, and latest financial statements, before committing to new bonded pursuits or preparing the surety update package.
  10. Project portfolio risk review (Daily / Weekly, about 546 hrs/yr) Operations leadership screens every active job for margin fade, unapproved change orders, negative job cash, schedule slippage, and open claims, drawing on the ERP, project platform, and schedule updates to set watch-list priorities.
  11. Margin fade/gain review (Daily / Weekly, about 546 hrs/yr) Executives compare each job's projected gross margin with the bid margin and last month's forecast to find fade or gain, using WIP and forecast reports, and require the project manager to explain every material move.
  12. Regional performance review (Daily / Weekly, about 546 hrs/yr) Regional managers are measured on revenue, gross profit, overhead, backlog, and safety results against plan.
  13. Overhead budget review (Daily / Weekly, about 546 hrs/yr) The controller compares general and administrative spending by department with the overhead budget, questions variances in rent, salaries, IT, and vehicles, and updates the overhead rate carried into bids and job costing.
  14. Annual business plan (Annual / Periodic, about 46 hrs/yr) Once a year, leadership sets revenue, margin, and overhead targets from booked backlog, the weighted bid pipeline, WIP history, and cash flow, then publishes the approved plan workbook to SharePoint for division heads.
  15. Board reporting (Annual / Periodic, about 46 hrs/yr) Before each board meeting, finance and operations assemble the board pack: financial statements, backlog, WIP summary, safety metrics, cash, bonding, and major project status, pulled from the ERP, BI, and project reports.

COO · 1 area · about 9,082 hrs/yr

Property Management (19 workflows)

Executive & Portfolio Strategy (19)

about 9,082 hrs/yr

  1. Acquisition underwriting handoff (Weekly / Monthly, about 650 hrs/yr) When a deal closes, underwriting assumptions (rent roll, budget, capex plan, staffing, debt terms) pass from acquisitions to operations, so the new property's budget and reporting start from numbers the investment committee approved.
  2. Disposition preparation (Weekly / Monthly, about 650 hrs/yr) Before a sale, the team assembles due diligence: trailing twelve-month statements, the current rent roll, leases, service contracts, capex history, and open work orders, then posts everything to a data room for buyers.
  3. Portfolio occupancy review (Daily / Weekly, about 546 hrs/yr) Every week someone exports physical and economic occupancy, notices to vacate, and pre-leased units for each property, compares them to budget and last week, and sends leadership the properties slipping below target.
  4. NOI review (Daily / Weekly, about 546 hrs/yr) NOI review compares actual net operating income with budget and prior period for each property, using the income statement, rent roll, and expense detail, then explains which revenue or expense lines moved it.
  5. Same-store performance review (Daily / Weekly, about 546 hrs/yr) Acquisitions, sales, and lease-ups distort portfolio trends, so same-store review isolates properties owned and stabilized in both periods and compares their revenue, expense, NOI, and occupancy.
  6. Rent growth review (Daily / Weekly, about 546 hrs/yr) Rent growth review tracks new-lease and renewal trade-outs, effective rent after concessions, and in-place rent by unit type, comparing each property with budget, prior year, and its competitive survey.
  7. Delinquency trend review (Daily / Weekly, about 546 hrs/yr) Delinquency trend review compares resident balances by aging bucket, property, and month, separating current rent from older debt, payment plans, and pending evictions, to show whether collections are improving or slipping.
  8. Turnover trend review (Daily / Weekly, about 546 hrs/yr) Turnover review counts move-outs against average occupied units, sorts them by reason code (home purchase, relocation, rent increase, skip, eviction), and compares annualized turnover by property with budget and last year.
  9. Maintenance KPI review (Daily / Weekly, about 546 hrs/yr) Open work order counts, average days to complete, emergency response times, repeat requests, and make-ready days come from the work order system and are compared across properties and regions.
  10. Capex plan review (Daily / Weekly, about 546 hrs/yr) Capex plan review checks each approved capital project's budget, committed purchase orders, paid invoices, and schedule against the annual capex plan, catching overruns, stalled projects, and unspent reserves before quarter end.
  11. Portfolio cash forecast (Daily / Weekly, about 546 hrs/yr) The portfolio cash forecast projects each property's operating cash over the coming weeks: expected collections, scheduled payables, debt service, distributions, and capex draws, built from bank balances, AP aging, and the rent roll.
  12. Property watchlist review (Daily / Weekly, about 546 hrs/yr) Properties land on the watchlist when they breach set triggers: occupancy below target, delinquency above limit, NOI under budget, open life-safety items.
  13. Regional performance review (Daily / Weekly, about 546 hrs/yr) Regional review compares properties within one region on occupancy, leasing velocity, delinquency, NOI, turn time, and resident satisfaction, producing a ranked scorecard for the regional manager's weekly call with site teams.
  14. Staffing model review (Daily / Weekly, about 546 hrs/yr) Staffing model review compares actual headcount and payroll hours at each property with the staffing standard for its unit count and asset type, surfacing understaffed sites, excess overtime, and open positions.
  15. Management fee profitability review (Daily / Weekly, about 546 hrs/yr) Fee profitability review sets management fee revenue for each owner contract against allocated payroll, overhead, and staff time, showing which contracts make money and which need repricing at renewal.
  16. Portfolio risk review (Daily / Weekly, about 546 hrs/yr) Portfolio risk review surveys insurance coverage, open claims, litigation, code violations, loan covenant headroom, lease expirations, and life-safety inspections across properties, then updates a risk register for executives.
  17. Annual portfolio budget (Annual / Periodic, about 46 hrs/yr) Each budget season, property-level budgets for revenue, occupancy, operating expense, and capex arrive as Excel templates, get tied to actuals in the property system, and roll up into the board budget book.
  18. Annual operating plan (Annual / Periodic, about 46 hrs/yr) The operating plan turns the approved budget into targets for occupancy, rent growth, turnover, staffing, and capex timing by region, written into a SharePoint plan document and tracked against monthly KPIs in BI.
  19. Owner/board reporting (Annual / Periodic, about 46 hrs/yr) Owner and board reporting assembles financial statements, KPI summaries, capex status, and written commentary into a periodic package, formatted in the approved template and distributed by email or SharePoint.

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