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“By the end of the day I’d heard so many complaints that I just gave up. I’d leave the office and keep working from home, because at least there no one was knocking on my door. Now everyone knows where a complaint goes and who handles it. In the first three months, we grew revenue by 20%.”

Founder, E-commerce brand, 31 people

“When we mapped who owns what, my name was in 9 boxes. Two weeks later it was in 3. I took my first full week off in 4 years, and nothing caught fire.”

Founder, B2B SaaS, 45 people

“I’d convinced myself I had a people problem. I’d already talked to HR about letting two managers go. Then we looked at what they were actually allowed to decide. Almost nothing. I was blaming them for a job I never gave them.”

CEO, Logistics, 83 people

Your company grew faster than the structure holding it together.

No founder decides to stop growing at 30 people. The structure decides for them.

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Things working fine? See what would stop if you left for two weeks.

What works at 20 people starts breaking at 50.

  • So you hire more people.
  • Add meetings.
  • Change the CRM.
  • Bring in training.
  • Push harder.
  • You add AI tools too.

Everyone gets busier. The numbers don’t move.

“We hired a COO to fix it. He lasted eight months. On his last day he told me, ‘Everyone still goes to you.’ He was right. We fixed that before we hired again, and this time the role actually had something to own.”

Founder, Fintech services, 49 people

The target still slips because of

the Ownership Gap

Work, decisions, and revenue with no clear owner.

When no one knows who decides, deals stall, your best people leave, and everything that can’t find an owner lands on you.

That’s where your growth goes.

Your company needs one clear owner for every role, decision, and number.

Then people stop waiting for you, and you get your days back.

Specter is organizational design, done by people who’ve also carried the revenue number.

We don’t stop at the org chart. We follow the problem all the way to your numbers.

The Ownership Map

By the end, everyone in your company can answer four questions without asking you:

  • What do I own?
  • Who do I go to?
  • What can I decide alone?
  • How am I measured?

  • Clear roles

    No more “I thought you had that.”

  • Clear reporting lines

    Complaints stop with the right person, not on your desk.

  • Clear decision rights

    A deal doesn’t wait three weeks for your answer.

  • Managers who manage

    They carry the load and filter the noise, so only what needs you reaches you.

Sales Performance Architecture

If the sales team is underperforming, we find whether it’s a will or skill problem, fix what’s structural, then build skills through frameworks, buyer psychology, and soft-skill selling.

“I kept saying our sales team couldn’t close. I was wrong. Deals sat for days waiting on a discount approval from me, because nobody else was allowed to say yes. Once that changed, Mihaela rebuilt how the team sells. Close rate went from 8% to 17% in one quarter.”

Founder, Wholesale distribution, 73 people

What your week looks like after

Every number has a name next to it. Everyone knows how they’re measured.

Monday morning, you open your calendar, and it’s yours. On Thursday you’re with an investor, and nothing stops while you’re out. When a number slips, the person who owns it already knows why.

You have other options. Here’s where each one stops.

HR consultant
Redraws the org chart, but doesn’t answer for the number.
Sales trainer
Builds skills, but can’t fix who decides.
Business coach
Brings meetings and scorecards, but the same template for every company won’t show where yours is broken.
Fractional leader
Adds experience, but works inside a structure no one has fixed.
Large consultancy
Brings a plan built for a much bigger company.

We’ve done both jobs. One of us built People functions from nothing. The other answered for the revenue.

And we don’t hand you a report and leave. We stay until the changes work, and track the results with you.

The experience behind the work.

Companies that trusted us

  • Johnson & Johnson
  • Capgemini
  • Huawei
  • Uniqa

We’ve seen what works in global companies. We bring only what a company your size actually needs, without the corporate layers.

“We used to need three meetings to make one decision. Now everyone knows who makes the call. Our leadership meeting went from two hours to 40 minutes.”

Founder, Marketing agency, 67 people

The people you’ll work with

Milos Radakovic

Milos Radakovic

Founder

Milos has been the person every decision runs through. He has also been promoted into leadership with no handover and no plan, so he knows what this problem feels like from both sides.

He has built a People function from nothing twice and served as Chief People Officer, working on the structure that decides who owns what, who decides, and what happens when a company outgrows the way it runs.

That’s why he started Specter: too many capable people are left carrying problems the structure should have solved.

He can walk into a company at your stage and quickly see where authority has gone unclear, why the same problems keep reaching the top, and what has to change first.

Milos on LinkedIn (opens in a new tab)

Mihaela Zareva

Mihaela Zareva

Co-founder

Mihaela has lived what scaling does to a company. She was part of the founding team at 12 people and stayed as it grew past 300, seeing what breaks at each stage.

With full P&L ownership and 170 people across Sales and Operations, she answered for the numbers as annual revenue grew from EUR 40M to EUR 120M+.

That’s why she can walk into a company at your stage and quickly see what’s holding the numbers back: where the structure has stopped working, where good people are being set up to miss, and what has to change first.

Mihaela on LinkedIn (opens in a new tab)

The First-Week Clarity Guarantee

By the end of Week 1, you’ll have your First-Week Clarity Check:

  • The decisions that would stop if you vanished for two weeks
  • Where your last 10 complaints should have gone
  • Who your newest hires really need permission from
  • The 3 gaps we’d look at first, and why

If it doesn’t show you something your team hasn’t been able to see, we keep working at no extra cost until it does.

“Honestly, I expected another consultant telling me what I already knew. At the end of the first week, I sat in my car outside the office for twenty minutes. The problem wasn’t my team. It was how I’d set everything up.”

Founder, E-commerce, 38 people

This is for you if:

  • You’re growing, and decisions keep coming back to you.
  • You’re ready to hand decisions over.
  • You’ll show up yourself, because it’s your company.

This isn’t for you if:

  • You need a recruiter or payroll administration.
  • You aren’t willing to hand over decisions.
  • You’d send a deputy instead of showing up yourself.

How it works

  1. Step 1

    A 30‑minute call

    Tell us what’s slipping, and we’ll tell you where we’d look first. If we aren’t the right fit, we’ll say so.

  2. Step 2

    Diagnostics

    3 weeks

    We find the problems and design the changes. 1-hour interviews with key people in your organization. Everyone else keeps working.

    What you get:

    • A one-page summary of the main findings, what each one costs you, and where to start
    • A map of how work is really divided today, including overlaps and gaps
    • A picture of where your own time goes
    • A 90-day plan with an owner for every action
    • The things that work well, so you keep them as you grow

    Starting from USD 4,633

  3. Step 3

    Implementation

    3 months

    We stay involved, oversee the changes, and track results against agreed targets. We agree the baseline numbers and targets before we start.

    Priced by team size.

On USD 10M in revenue,

every 1% is USD 100,000

The diagnostics cost USD 4,633

This is simple math, not a promised result.

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Questions

Will I just get a report?

No. The diagnostics give you the problems and the design for the changes.

If you continue, we stay involved, oversee the changes, and track results against agreed targets.

How much of my team’s time will this take?

Very little. During the diagnostics, we run 1-hour interviews with key people in your organization, about 12 to 15 in a 25-person company.

In implementation, we do the heavy lifting, so your team can stay focused on their work.

We need your managers at the training sessions and you in a meeting every two weeks.

Will my team feel like they’re being judged?

We look at the structure, not at who to blame. Conversations are confidential, and our findings never single out individuals.

Often it turns out the opposite of what the founder expected. One CEO came to us ready to let two managers go. Then we looked at what they were allowed to decide: almost nothing.

This frees your best people to do the work that actually brings in revenue.

If nothing changes, you already know how the next six months go.

The same decisions wait for you.

Your best people keep carrying the gaps, until one of them hands in notice.

Your managers keep asking before they act.

You buy another tool, and the team gets busier.

Then the quarter closes. Same miss. Fewer good people. And the growth plan still in the folder.

“I put this off for a year because things were ‘fine.’ They weren’t. I was answering messages at midnight and we still missed our growth target. If you’re on the fence, add up what this year already cost you. I wish I had.”

Founder, IT services, 53 people
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