The Handbook: The Operations Podcast

Becoming Better Ops Leaders: Lessons from Operations Nation

• Harv Nagra • Season 1 • Episode 41

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Ops isn’t just about keeping the lights on anymore.

As Aušrinė Keršanskaitė, co-founder of Operations Nation, puts it – today’s ops leaders are expected to drive growth, protect culture, and build resilience. And if you’ve ever felt like the “glue” holding everything together without always getting recognition, this one will hit home.

In this episode of The Handbook: The Operations Podcast, Aušrinė joins Harv to talk about the evolution of operations, the community she’s built for ops leaders everywhere, and what it takes to step into leadership with confidence.

Here’s what we get into:

  • How so many of us “fall into” operations without a playbook – and how to build one for yourself
  • The loneliness of ops roles, and why communities like Operations Nation matter
  • Traits that define a brilliant ops leader today – from resilience to influence over execution
  • How startups’ scrappy mindset can sharpen your approach to tooling, automation, and scaling
  • The real opportunity with AI in ops (hint: it’s not about replacing your team)

Whether you’re a COO, head of ops, or still figuring out your path – this conversation is packed with lessons on how to elevate your role and find support along the way.


Additional Resources:

 👉🏽 Follow Aušrinė on LinkedIn: https://www.linkedin.com/in/ausrine/ 

💡 Check out Operations Nation: https://operationsnation.com/ 

📣 Get your tickets for cONference 2025 in London (£30 off with code SCORO): https://luma.com/onconference2025 

📚 The ON COO Course: https://operationsnation.com/resources/coo-resources 


👨🏽 Follow Harv on LinkedIn: https://www.linkedin.com/in/harvnagra/ 

📈 Measure your business maturity and find out how to get to the next level: https://bit.ly/assess-business-maturity 

📬 Stay up to date with regular ops insights. Subscribe to The Handbook: The Operations Newsletter: https://www.scoro.com/podcast/#handbook 

➡️ This podcast is brought to you by Scoro, where you can manage your projects, resources and finances in a single system. Sign up for a free trial or a demo at https://scoro.com/demo – and for the VIP treatment, tell them Harv sent you. 

Ausrine Kersanskaite

I think the expectation of the ops leader is shifting. We are no longer the ones who keep the trains running on time or who keep the lights on. But we are the ones who are driving growth and protecting culture, building resilience, and we are remaining this glue.

Harv Nagra

Thanks for listening to the Handbook. This episode is brought to you by Scoro, and shout out to them for supporting my new project with The Handbook, the Business Maturity Quiz. Here's why this matters. Most service businesses grow without a clear benchmark. You feel busy, maybe even successful, but without something to measure against, you don't actually know if you're set up to scale. That's where the quiz I've designed comes in. In three minutes, you'll see where you stand across five key pillars, people, process, tech, data and growth. More importantly, you'll get tailored advice on what to focus on next to level Up. Most service businesses, including agencies and consultancies, stall at level one or two. Only 5% ever reach the top, level five. So where do you think you sit? Find out now at bit.ly/assess-business-maturity. Once again, that's bit.ly/assess-business-maturity. I'll include a link in the episode notes. Now? Let's get to the podcast. Hi all. Welcome back to the Handbook. This podcast has always been about what it says on the tin: operations. And while my background is in agencies, what's become increasingly clear to me through the conversations I've had on this podcast is this: regardless of the kind of service business you're in, whether it's an agency, consultancy, architecture firm, accountancy, IT firm, whatever, the challenges are often very similar. We're all selling our time and expertise, and the questions are universal. How do we scale smartly? How do we build better systems? How do we empower our teams? And how do we make work work? And that's exactly why I'm so excited about today's conversation. I first discovered Operations Nation a few years ago when I was starting to think more deeply about how to grow as an operations leader. I didn't know many others in similar roles, and it was before I discovered some other operations communities. At that time, I was beginning to think about an eventual move into consulting. So finding Operations Nation for me was a huge relief and really exciting. It made me feel like I wasn't doing this in isolation and that there were other people out there like me figuring things out and sharing openly. For those of you that don't know, Operations Nation is a really broad and really brilliant community, and it spans all kinds of ops professionals across industries. Earlier this year, they invited me to speak on a panel at one of their events, and I have to say the warmth, the energy in the room was incredible. Even though we were all headed back to very different businesses, the conversations felt aligned and the sense of support was real. I left feeling super inspired. Well, today's guest is a woman behind that community. Aušrinė Keršanskaitė, co-founder of Operations Nation. She's been one of the leading voices in rethinking what operations can be and how we support, develop, and celebrate the people doing it. Let's get into it. Aušrinė, welcome to the podcast. Thank you so much for being here.

Ausrine Kersanskaite

Much. It's such a pleasure to be on your podcast.

Harv Nagra

Thank you. all of us have such interesting journeys into operations. I wanted to start at the beginning with you. How did you first find yourself moving into operations?

Ausrine Kersanskaite

When I was a kid or when I was in high school, I had literally no concrete idea what I wanted to do in life. which I think is true for a lot of people in operations, we don't know that it exists. We never study for it, and yet we just somehow land there. So I had a very random path, in life after high school, I studied Japanese in Lithuania, where I'm from. Then I moved to London after a couple of years, dropped out of Japanese, started studying fine art, and then post uni, when I got my art degree, probably watched a little bit too much Mad Men. So I was like, I wanna go into advertising. Went into a couple of open days, decided this is not for me. explored management consulting, wasn't for me either. And then. Again, very randomly I found this job ads, for a company called Songkick, which was about 10 years ago, the darling startup, kind of kicking off the the London Tech scene. did an internship for a couple of years. And decided that I wanted to stay in startups because it was very much my vibe.

Harv Nagra

Mm-hmm.

Ausrine Kersanskaite

at the same time, I thought I only had this weird fine arts degree that nobody will want me to hire me

Harv Nagra

Mm-hmm.

Ausrine Kersanskaite

it. So I needed a proper degree. I went to Imperial College Business School to study masters in innovation, entrepreneurship and management. anyway, really embedding myself at the startup scene back then and, close to the end of my studies, met these two founders of early siege stage startup, and one of them, he was like, do you wanna come and, and work with us to help us get this thing off the ground? And I was like, sure. So it was really weird because I had no title, there was no job description. I was just there as one of the first four members of the team. The other three were engineers and I was literally there doing everything else, but as we now know, is literally the job description of any operations person. And and then a couple of months in. Rita, the, the co-founder, he sat me down and he was like, how about, you know, we formalized this, give you a proper job title. He was like, how about we call you operations executive? you know, he explained that it's keeping the train's running on time and it's keeping the lights on. And, Yeah. And that was pretty much it. That was my first operations role. and I stayed there for five years. grew into operations director pretty quickly, and yeah, I guess like eventually realized that this is, this is where I'm gonna stay.

Harv Nagra

Super, super interesting. What resonated with me is that feeling you said where we, didn't know this was even a path. Like I, I sometimes think about my own skillset, how I saw myself or my own career, like anything from 10, 15, or maybe even less than that is often looking at my skills thinking. I'm good at getting stuff done and I'm good at ticking things off a to-do list, but like, what is that like, you know, underselling it.'cause I didn't really value that'cause it come so naturally to me. and it was only slowly seeing the impact of those skills, which took a long time for me to really value that I started recognizing that not everyone is really good at organizing and getting, getting shit done.

Ausrine Kersanskaite

I completely agree. and I think there's another thing, which is a frustration that I had since I was a very small kid with people who do things inefficiently. And I

Harv Nagra

Mm-hmm.

Ausrine Kersanskaite

like, just, just help a little.

Harv Nagra

Yeah. Yeah, absolutely. Step in and sort it out. So I feel like operations has started to get more exposure and appreciation in the past few years. Maybe I'm discovering more communities and more people talking about it. Or it genuinely is getting more recognition in in businesses and that kind of thing. and of course you've played a part in that as well, but when you first moved into ops, how were you feeling about the function at the time?

Ausrine Kersanskaite

When I started out operations, which was now over a decade ago, Like I said, I didn't know what it was. Even if I did a master's in business, you know, and entrepreneurship was one of the things that I literally studied at university for a year. Nobody really mentioned operations, not even supply chains. So that was crazy. and I really went to go back to universities and see how they teach operations if they do, these days as well. And I think what my said about operations, keeping all the trains running all the time, it was a helpful outcome to aim for. But I think it So I would just, you know, make things up as I go and it was really strange those first five years, you know, not, not many years ago, there was no playbook. I didn't really have any mentorship. all that I could hear from my colleagues and from my boss and from the founders is, you're doing great. Keep it up. And I was like, okay, cool, but how can I do better? How can I develop myself? And, you know, back then if you Googled operations. the article that would come up I think it was the Harvard Business School article about the seven archetypes of the COO. And that was pretty much it, but I was

Harv Nagra

Hmm.

Ausrine Kersanskaite

early in my career and that was quite, quite a long reach. And like I was looking at that article and almost thinking, well, I will never get there. Like, this is not

Harv Nagra

Hmm.

Ausrine Kersanskaite

right now. so, you know, one, one of the things i, our community that I, and also in. Showing value as an operations team is incredibly difficult. Because other teams have very clear outputs.

Harv Nagra

Mm-hmm.

Ausrine Kersanskaite

you know, product that is shipping features. You have, marketing that is sending campaigns and getting customer attention. You have sales that are signing clients and then you have operations that are supporting everyone, keeping moving. and we get noticed when something goes wrong,

Harv Nagra

Mm-hmm.

Ausrine Kersanskaite

demoralizing.

Harv Nagra

Mm-hmm.

Ausrine Kersanskaite

struggled, finding that voice for myself as an operations leader and for my operations team, which I needed to advocate for, just to, you know. Come to the front during all hands and be like, Hey, so this is what we have done this week, you know, answered however many customer support emails, like what does that

Harv Nagra

Yeah.

Ausrine Kersanskaite

do you measure impact commercially? So that was really pretty tough and I think now maybe we have a little more, like a few more waste to show our value. But, I think it's still, a long way to go.

Harv Nagra

That probably resonates with a lot of people listening. So Ausrine, for those that are unfamiliar, why and how did you co-found Operations Nation?

Ausrine Kersanskaite

so the original idea was, basically from the feeling that, myself and my co-founders and so many other people have, when it comes to

Harv Nagra

Mm-hmm.

Ausrine Kersanskaite

we

Harv Nagra

Yep.

Ausrine Kersanskaite

operations is the center of any business, any organization. We keep everything moving, and yet we don't really have a home where we can vent to each other for one and have some, professional therapy or not I guess like a peer therapy,

Harv Nagra

therapy.

Ausrine Kersanskaite

yeah. With each other. And, and also ask each other questions, help solve each other's challenges. and. Really assist each other to thrive in our operations roles. with Operations Nation, we, we want to be that place where operations leaders come to really help each other thrive. We have a little bit of a secondary mission to shine a light on operations discipline as a whole, externally for the ecosystem so

Harv Nagra

Yeah.

Ausrine Kersanskaite

other folks, you know, founders and CEOs and VCs understand exactly how important it is for their organizations to thrive, not only survive.

Harv Nagra

That is such a good mission, that's fantastic. So my question is, is the community for a certain operations professional, like, you know, I know a lot of us get really into this, what's the word I'm looking for? Hyper-specific spaces. We tend to look for communities that are super specific. You know, I have to talk to other agency operations people or ops for consultancies or ops for SaaS or ops for e-commerce and that stuff. What's Operations Nation's take on.

Ausrine Kersanskaite

We have folks from, really, really wide range from, uh, a wide range of industries and business models. And I think not all those things really matter.

Harv Nagra

Mm-hmm.

Ausrine Kersanskaite

is that as an operations leader, you want to connect and learn via the community. This is not a passive learning where you sit at a desk and the information is fed, into you and, More than an industry or business model. I think what matters is that your organization and yourself as an operations leader is forward thinking and tech enabled, which back in the day used to mean startups and scalers, but now it's every other business because won't survive in, in, in another way. Um, and yeah, I think there's definitely a benefit space for the specific kind of ops, because there are a lot of nuances in every single industry. and in operations nation, we enable that closeness of people who are, you know, very similar or have a specific, so for example, we have chapters for, Tech COOs,

Harv Nagra

Mm-hmm.

Ausrine Kersanskaite

who are based in London.

Harv Nagra

Mm-hmm.

Ausrine Kersanskaite

other geographical chapters. I think geography matters quite a lot in certain parts of operations.

Harv Nagra

Mm-hmm.

Ausrine Kersanskaite

one of our community members is just setting up ON purpose, which is a chapter for nonprofit and, and social goods.

Harv Nagra

Mm-hmm.

Ausrine Kersanskaite

but ultimately the underlying principles and underlying challenges are quite universal

Harv Nagra

Mm-hmm.

Ausrine Kersanskaite

common to everybody. Doesn't matter if you're an agency in nonprofit and startups. So,

Harv Nagra

Mm-hmm.

Ausrine Kersanskaite

how do you scale without burning out? How do you get recognized as a strategic leader, and not just the fixer, which is the way that a lot of people see us,

Harv Nagra

Mm-hmm.

Ausrine Kersanskaite

and also how do you use the tools, and data and systems to really empower your team?

Harv Nagra

I absolutely agree. and in fact that's One of the reasons I dropped the word agency from the title of this podcast, which some long time listeners may have noticed or not noticed, you know, it was called the Handbook, the Agency Operations Podcast, and now it's just the handbook, the operations podcast. and it was called Agency because that was my background. That's where I had come from. Right. But, the reality was acknowledging that literally like every challenge that we were speaking about on the podcast was for any kind of professional services firm and potentially even beyond that, right? These are operational challenges around people, process, tech, data, growth strategies, and that is relevant to any kind of business. so why don't we talk about some of the work that Operations Nation does. I'm sure there's a load of things, but give us some of the highlights of, kind of benefits of being a member or just general initiatives that you do over the course of the year.

Ausrine Kersanskaite

yes. And you don't have to be a member to be a part of Operations Nation. You

Harv Nagra

Mm-hmm.

Ausrine Kersanskaite

us, or you can join a little bit more intense membership, which is a community membership where you get a lot more, out of.

Harv Nagra

Okay.

Ausrine Kersanskaite

what we really focus on, is connection and learning. And these are the two things that. we always had at the heart of Operations Nation, what we also want to make sure of, since the beginning is that we co-create with a community. So we don't as co-founders and us, the team, we don't want to build something for the community. We want to build with the community because, you know, we only know so much.

Harv Nagra

Mm-hmm.

Ausrine Kersanskaite

that smart operations leaders and there's the whole community that's, Have amazing, beautiful voices to, to share that we really want to amplify. so our backbone really is, is the Slack channel. So the discussion forum online where people come to, share their challenges, ask questions,

Harv Nagra

Mm-hmm.

Ausrine Kersanskaite

debates about tools and other things, and, really support each other. And also that's something that I really wish that I had earlier in my career.

Harv Nagra

Mm-hmm.

Ausrine Kersanskaite

we have built the entire ecosystem, around the community. So we run a ton of events. Online and offline. small and big. both community led and, led by our team and partners. so it's a really good mix. We run COO course, usually two or three times a year for, aspiring and first time COOs. we go write, co-write COO survival guide together with a community. So it's kinda like a chapter by chapter. Five chapters complete. Many more still to go.

Harv Nagra

Amazing.

Ausrine Kersanskaite

then we do annual compensation survey, mentorship program. We've got a jobs board on Slack for now

Harv Nagra

Mm-hmm.

Ausrine Kersanskaite

we also collaborate with partners, for more content and fresh perspectives, and offers for the community. So it's not just a one thing. And what is the most important for us is that we wanna make sure that operations leaders have the place to connect, to grow, to get the recognition that they deserve.

Harv Nagra

That's amazing. I'm a member of the community and in the slack, slack, what do you call it? Slack space, as well. And I do have to say that is super valuable. You know, often at kind of operations events in the calendar there, there might be few and far between, and then you kind of lose that ability to have those fluid conversations. So just having a bunch of peers on standby, so to speak in Slack, that you can post a question and get some responses is super great. so I remember, hearing about the launch of the COO course a couple years ago, I think it was, and that was super exciting to me. and I know one of my, ops director friends is in the program at the moment, so that, that's super cool. what inspired you to create it and who is it designed for?

Ausrine Kersanskaite

Yes. So it was actually the brainchild of my co-founder

Harv Nagra

Mm-hmm. Mm-hmm.

Ausrine Kersanskaite

and, honestly, we, we talked about what else could we be doing for operations leaders, because we had the discussion forum, we had events, and we started talking about the conference. And then COO course came up as thing that, would really teach people who are stepping into operations leadership roles. To give them some sort of playbook because we've seen that, you know, folks are a little confused how to really succeed. I think what really struck us the most is that a lot of people felt like imposters, really questioning themselves what they should already know. And if you're a CO you're never gonna know everything. It is just, you know, down to you having like the right tentacles, reaching the right information at the right time. Yeah, Charlene sat down and designed an incredible, curriculum for the course. And, what the, the way that it's run is, we tap into our community and amazing, amazing speakers who deliver the course over 14 weeks. we are forever grateful for them as well, and hopefully we're gonna be able to reward them in the near future, in a different way too. But, you know, to your question, who is it for? It is for aspiring operations leaders and for those who are in the COO seat for the first time.

Harv Nagra

Mm-hmm.

Ausrine Kersanskaite

honest, we had a couple of leaders who have been, in the COO seat, already quite a few times when they started the course, and it has been equally valuable for them.

Harv Nagra

Okay.

Ausrine Kersanskaite

And it doesn't really matter again, like whether you're a nonprofit or agency or a startup, you're, you know, we're going to be covering the core COO competencies that's any operational leader should have. So anything from strategy to organizational design to risk management, to self-awareness, and all these skills are super important for everyone who's going on that journey. Regardless, the title, I think COO is just one title that you might be called in your lifecycle as operations leader. Could be head

Harv Nagra

Yep.

Ausrine Kersanskaite

could be director of operations.

Harv Nagra

Mm-hmm. I've started hearing about a couple of places that have some kinds of, operations kind of training now, which wasn't the case many years ago, but yours was one of the first, really quickly, are you able to share what the pricing is for that?

Ausrine Kersanskaite

So it's 1699 pounds, for 14, week course. And, you are going to be in a cohort with, normally 19 other COOs.

Harv Nagra

And is it online or, in person.

Ausrine Kersanskaite

So right now we are running it online,

Harv Nagra

Okay.

Ausrine Kersanskaite

we do have folks, who Our attending from the rest of Europe,

Harv Nagra

Makes sense.

Ausrine Kersanskaite

Africa. but we also try to get together in person as much as we can. So a graduation celebration, parties in a

Harv Nagra

Okay.

Ausrine Kersanskaite

If, if, whoever can make it.

Harv Nagra

Excellent. I mean that, that pricing is super fair as well for a 14 week course, for the kind of confidence that gives you and just kinda that really well-rounded view. Especially if you can put it through as a workplace expense or something like that. I think that might be a good shout. you also mentioned something briefly there about conference. so I know that's coming up in October this year. We, we've been running ads on the podcast about it, tell us a bit about that. What are you excited to explore at conference this year?

Ausrine Kersanskaite

I'm super excited about our topic, which is resilience, which I was chuckling. like me and my team were chuckling about when we saw sifted, announcing resilience as a topic as well, which made us feel very, what is the word?

Harv Nagra

On the ball.

Ausrine Kersanskaite

On the ball. Yeah, exactly. Because it's very timely, very universal. Everyone is talking about resilience for obvious reasons, I guess. and whenever we organize a conference, we always talk about whatever topic we choose, uh, from three Pri. So one is personal resilience. So how do you show up as operations leader and how do you sustain yourself in this really demanding role? then the second one is organizational resilience. So as an operations leader, or as an organization, how do you build, sustainable systems and teams in very, very uncertain times? then the third one, which is very interesting, is ecosystem resilience. which is, how can we create that thrive even in unpredictable environments. And this is where we really, in the opinions, the vc. This is our fifth year, when we're running the conference and it's a two day event. and even. As has grown, it is still community powered.

Harv Nagra

Mm-hmm.

Ausrine Kersanskaite

we are going to be running so many round tables and workshops, and hearing talks, by the community members. whether they have been with us on the journey for, you know, the last five, seven years, or whether they have just joined in the last couple of months. People come for content, but they leave with a mix of tools, with a mix of solutions, and most importantly, connections. So we really value connection because we're a community and, this is still, the thing that I'm most excited about.

Harv Nagra

Amazing. That sounds really, really good. we'll put a link to conference tickets page in the episode notes. And there is a, voucher code, as well. You can use, the word SCORO for discount on your conference ticket, so please do check that out and, see if you can make it. so Ausrine, I'm just gonna shift gears a bit from Operations Nation to talking about operations more generally and really keen to get your point of view. Um, first of all, what trends or shifts are you seeing in operations more broadly, whether it's around tooling expectations or, you know, team structures, anything like that?

Ausrine Kersanskaite

Yeah, it's all about AI to the point where operations leaders are being pushed by their CEOs and founders and leadership teams to, you know, just fire the support team and replace it with, with ai. And we've seen this come up in a couple of, dinner conversations as well. and I think, you know what, what is really crazy is that, office was finally starting to be recognized as strategic and we have never been sexy, but, like on the, on the cusp, like on the way to being valued properly now AI came in and now everybody's like, well, AI is going to replace ops. so I think this is very interesting because, It's a massive misunderstanding for what operations is like. It's not, about, the tools or the processes only. It's about operations being the glue of the organization. it will be very interesting to see how it plays out. and, For sure, AI will play a huge role. but I think for operations leaders, the reason why it's important is that now we can finally use something to our advantage, to scale our impact, to free ourselves from all that repetitive admin from the back office and to spend more time on strategy, on influence, and on the leadership as well. and yeah, so I think the expectation of the ops leader. Is shifting. We are no longer the ones who keep the trains running, on time or who keep the lights on. But we are the ones who are driving growth and protecting culture, building resilience, and we are remaining this glue

Harv Nagra

Absolutely.

Ausrine Kersanskaite

way.

Harv Nagra

Totally, totally. really helping the businesses scale and succeed. So you've worked across a lot of startups and scale up environments. what do you think, a lot of our listeners are from the professional services space, agencies and consultancies, does any advice come to mind that you think ops leaders in these kinds of businesses could learn from the startup or scale up environments?

Ausrine Kersanskaite

What I really love about startups, especially early stages, is the speed and scrappiness. And it's the building the plane whilst you're already flying it. Um. And yeah, I guess like, there are a couple of things. So first is, bias for action. So test learn and iterate. You're never gonna have the luxury of having perfect information, so just get on with it. Just, just do it. And then you can, adopt this agility character in your organization and, and move a lot quicker,

Harv Nagra

Mm-hmm.

Ausrine Kersanskaite

without spending too much time on anything. The second one is tooling and automation. so, you know, tech startups, we're a fan of tools. You know, give us the new shiny tool and we're going to test it out and, and see how we can, yeah, take advantage of it. So I would just lean in, in all the new technology that is coming out.

Harv Nagra

Mm-hmm.

Ausrine Kersanskaite

And, you know, rethink about how you onboard your clients or manage workflows, or how do you use data to drive decisions? I think this is going to be a game changer.

Harv Nagra

Mm-hmm.

Ausrine Kersanskaite

and then embedding operations into strategy a lot earlier. to be honest, I think startups are not really doing great at this. So a little bit of a, waving our own flag. but, yeah, I think it, it's, Yeah, a lot of, a lot of companies, bring ops way too late, when the chaos has

Harv Nagra

definitely.

Ausrine Kersanskaite

has already started. that's just my best advice. yeah.

Harv Nagra

No, that's, that is really good advice. And you know, I, I think especially a few years ago, it used to come in way too late. the thing that I'm seeing now is there is. A little bit more c clueing into the fact that this kind of role can enable scaling faster if you have strong foundations in place. Uh, so from your point of view, what does a brilliant ops leader look like now? What are the skills or traits that feel non-negotiable to you?

Ausrine Kersanskaite

Um, so I think. The operations leader year and in the years to come is, is not the person who does everything and the person who enables everything. So shifting from execution to influence and from being that firefighter and fixer to empowering others, to, to do their jobs better. skillset wise, I think resilience for sure, which we're talking about in our conference. Adaptability. Being able to join the dots across. So like zooming out and really seeing the organization for what it is

Harv Nagra

Mm-hmm.

Ausrine Kersanskaite

firing themselves as they go. Becoming less essential

Harv Nagra

Hmm.

Ausrine Kersanskaite

by empowering everyone else. strategic thinking

Harv Nagra

Absolutely.

Ausrine Kersanskaite

with the AI and tooling that's a given.

Harv Nagra

And I've had a few guests on the podcast that have emphasized the fact that we need to look at ourselves as strategic roles, rather than tactical, right? The role is so much more important than that. Ausrine, it's been such a pleasure to have you on the podcast after, you know, knowing you and operations nation for years. so can you tell us really quickly if people wanna reach out to Operations Nation and or yourself where they can find you?

Ausrine Kersanskaite

Um, always on LinkedIn. Um, hello@operationsnation.com. yes, Harv, thank you so much for inviting me. It's an honor to have you as our community member. It's an honor to be on your podcast and, honestly, I've been listening to your podcast for, for many, many months now, and I can say that whether it's agency ops or any, any other ops, it's so relevant for anyone in operations. So looking forward to spreading the word about the handbook as well.

Harv Nagra

Excellent. Thank you so much, Ausrine. Hey, all. Even though I've known about Operations Nation for years, getting to hear our Ausrine's journey and the thinking behind the community she's helped build was such a privilege. There's a few things that stuck out to me. That feeling so many of us have at the start of our careers, of being good at getting stuff done, but not realizing that's a superpower and a career path. The frustration within efficiency and that urge to step in and sort things out. And of course the loneliness that can come with working in operations, especially in businesses where you're a team of one. Operations Nation, like the handbook was built to solve that, to give ops leaders a place to be seen, supported and challenged. Reminder, that conference is taking place in October, 2025 in London, and if you follow the link in the episode notes, you can use the code SCORO for 30 pounds off your tickets. Now, if you're a new listener, perhaps from the Operations Nation community listening to this episode, please share this podcast with someone else that would enjoy it. Join the conversation when you see Ausrine or I posting about it on LinkedIn, and of course, sign up for the handbook newsletter where I send a cheat sheet with the key takeaways from every episode straight to your inbox. The link to that is in the episode notes as well. That's it for me this week. Thanks very much for joining us.

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Harv Nagra

Host