Nicola Morris
October 28, 2025
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We speak with Lynne Elliott, an experienced operations leader and founder of LEIT Consultancy, who helps directors and founders reclaim their time and refocus their energy by providing operational leadership. After years of driving growth and transformation as a full-time COO, Lynne has transitioned into the fractional space, bringing her clarity, compassion, and strategic acumen to a diverse range of organisations.
One pivotal moment came in my twenties when I was promoted into a role I didn’t feel fully prepared for. Initially, I had a mentor who was supportive and encouraging, which helped me with the transition. However, after a few months, they were replaced by a leader who lacked the same commitment to mentorship. Instead of fostering growth, they set goals they expected me to fail and repeatedly told me I wasn’t good enough. This undermined my confidence and performance. It was a difficult period, but it gave me a clear, personal understanding of the difference between effective and harmful leadership. That experience has profoundly shaped the kind of leader I aim to be, one who builds trust, nurtures potential, and leads with integrity. Another defining moment came when I resigned from a role I had outgrown, ready for a new challenge. Unexpectedly, instead of leaving, I was offered a promotion, one I hadn’t even considered. I hadn’t realised the extent of my impact or how much the business valued my contribution. The move from operational oversight to strategic leadership stretched me in new ways and revealed my natural ability to lead teams and drive results. It was a turning point that not only expanded my skillset but also clarified the kind of leader I wanted to become.
Some of the most significant challenges I’ve faced have stemmed from poor leadership and the self-doubt it created. I’ve worked under leaders whose behaviours clashed with my values, moments that made me question not just their approach, but my own. It made me question whether my emphasis on trust and team wellbeing was out of line with traditional leadership expectations. But those experiences taught me something powerful, how not to lead. They highlighted the importance of authenticity, empathy, and integrity, qualities I now see as strengths, not weaknesses. Leadership and personal coaching played a huge role in helping me rebuild confidence and reconnect with my own style. Today, I lead with clarity and compassion, and I strive to bring that same confidence and authenticity into every team I work with. I know now that values-led leadership isn’t just effective, it’s transformative.
Being appointed as a Director was a defining moment. Stepping into that level of responsibility within a business I didn’t found, felt different. It meant the founder had placed genuine trust and confidence in my ability to lead, not just operationally, but across the entire business. Suddenly, I was accountable for the wellbeing of staff, the satisfaction of customers, the strength of vendor relationships, and the financial health of the organisation. My perspective shifted and I began thinking holistically, considering every element of the business rather than focusing solely on operations. It was also a moment of personal validation, not just of my capabilities, but of the values I bring to leadership. Being trusted with that level of influence in someone else’s business meant a great deal to me, and it’s something I’ll always be proud of and grateful for.
I love making a meaningful impact, whether that be on efficiency savings or improving culture. The opportunity to do this across multiple organisations was a no brainer for me. Moving away from the day to day intensity of one organisation, to the flexibility of multiple organisations was exciting. I knew this would align with my strengths and passion of improving people and processes. Being exposed to many organisations and their challenges will broaden my experiences and improve my knowledge and skills. Focussing on high impact work that drives positive change and empowers others to thrive is rewarding and being able to do this in many organisations is exciting.
Variety. I am excited by the variety that comes with working with different organisations. Each one presents a new challenge, different cultures, systems and goals. I get to apply my skills in difference contexts which will keep me sharp and allow me to deliver meaningful impacts at scale. Working across multiple organisations gives me a unique vantage point. I see what’s working in one business and bring that insight to another. Sharing and applying best practices across teams can add significant value. What excites me most is the opportunity to build trust quickly and empower teams to thrive. As a fractional COO, I step into fast-paced environments and help people feel heard, supported, and proud of their contributions. I love creating space for others to lead, aligning operations with values, and fostering cultures where people genuinely want to do their best work.
Operations will remain the core of every business, regardless of industry. As technology and AI continue to evolve, they’ll play an increasingly integral role in driving efficiency, streamlining processes, and enabling scale. Automation is no longer a luxury, it’s a necessity. If a task can be done faster and smarter by a system, it should be. However, technology can’t replace human connection. AI can optimise workflows, but it can’t build trust, lead with empathy, or navigate team dynamics. That’s why people skills, communication, emotional intelligence, and relationship-building, is the most important differentiators for young professionals. As operations evolve, so must the people within them. Change agility will be critical. Young professionals will need to embrace transformation, adapt quickly, and help others do the same. The ability to lead through change, not just manage it, is key. We’re also seeing a shift in workplace expectations. Individuals have more clarity on what they want and how they expect to be treated. That means creating positive cultures with aligned values, clear goals, and mutual respect will be essential to success.
I’d be a farmer. I love the early mornings, the changing seasons, and the joy of nurturing life, whether it’s fruit and veg from seed, or dairy and meat for dinner. I’d be in my element with the animals, come rain or shine. I’ve got an allotment the size of a tennis court, and there’s nothing I love more than being there, planting seeds and nurturing them and watching them grow into something delicious I can cook. It’s hard work, but it makes me ridiculously happy. Plot to plate, field to fork, making chutneys, maybe my own cider or a vineyard. I am getting carried away now.
If you would like to find out more about Lynne's offering, please get in touch with nicola@wearepeoplere.com for a formal introduction.
