Questions, answered plainly.

Bloomera Solutions, founded by Neta Pyasi and headquartered in Calgary, Alberta, works with founders and PE-backed companies across North America, from Series B through public companies, on three things: pricing strategy, operational infrastructure, and execution leadership. Neta embeds with your team and builds systems that actually run.

Across 20 years inside high-growth fintech and SaaS, from Series B to public, Neta has led pricing transformations, built payments and disbursement infrastructure, and stood up the operational systems that hold up through funding rounds, acquisitions, and exits. Specific, anonymized results are shared on a call.

Most engagements begin within a couple of weeks of an initial scoping call. Because Neta has lived these problems, ramp-up is fast, diagnosis often starts in the first sessions rather than after weeks of learning your business.

Both. Ongoing fractional COO support for teams who need steady senior leadership, and scoped projects for a specific pricing, payments, or operations build.

Founders, CFOs, and PE operating partners at companies roughly $5M-$50M in revenue and 20-150 people, often PE-backed or approaching a transaction.

A fractional COO is a senior operations leader who works with your company part-time and embedded in the business, rather than advising from the outside. For a scaling company, typically Series A through C, $5M to $50M in revenue, the role is to build the operational systems that let growth continue without everything routing through the founder. In practice that means designing how work flows between teams, fixing pricing and revenue operations, building the reporting and decision cadence the leadership team runs on, and removing the founder from operational decisions that shouldn’t require their judgment. Unlike a full-time hire, the engagement is scoped to what the business actually needs and is accountable for measurable operational outcomes.

A management consultant diagnoses the problem, delivers a framework or a deck, and leaves execution to you, their accountability ends with the recommendation. Bloomera is accountable for what actually changes inside the business. Neta embeds with your team: attending leadership meetings, owning execution on specific priorities, and building the systems rather than describing them. The work is grounded in 20 years of operating, not advising, scaling Solium to its acquisition by Morgan Stanley as Shareworks, and leading operations at Benevity through growth from $1B to over $3B in annual donation volume across 150+ countries. You get an operator who has lived these problems and is measured on outcomes, not on the polish of the document.

It starts with a diagnostic: where value is created, where revenue is leaking, and where your current model is anchored to cost instead of outcomes. From there it moves into building, value-based pricing and packaging design, the quoting or CPQ systems that let your team configure and defend the new model, and the pricing governance that keeps the structure from eroding back to discounting under pressure. The goal is durable revenue improvement your team can run after the engagement ends. For context, an earlier value-based pricing redesign at Shareworks improved revenue-per-deal by roughly 300%; results vary by business, but pricing is consistently one of the fastest levers available.

Engagements are scoped to what your business actually needs, so cost depends on the scope and time commitment, a focused diagnostic looks different from an ongoing fractional COO retainer. The clearest way to get a real number is a 30-minute call: we’ll walk through your situation and what an engagement would involve, and you’ll leave with a direct read on both fit and investment.

When the product works but you’re getting slower as you get bigger, when growth depends on one or two people holding everything together, the same operational fires keep recurring, or a raise is about to expose how much runs on spreadsheets and memory. If every new customer adds proportional manual work, that’s the signal. You don’t need a full-time COO yet; you need the system one would build.

Both. The through-line is companies where money movement and operational complexity are outrunning the systems underneath them, which is most fintech and plenty of SaaS with billing, payouts, or usage-based pricing. If your business moves or prices money at growing volume, it’s a fit. You don’t have to call yourself a fintech to have a payments-operations problem.

It starts with how money actually moves through your business today: the path from sent to settled, where reconciliation happens, and where value quietly leaks, like FX spread, failed payouts that retry on their own, or a fee schedule that was reasonable at a tenth of the volume. From there it’s tightening reconciliation, closing the leaks, and putting the controls and cadence in place so the money side scales without one very tired person holding it together.

You get a senior operator for a set amount of time each week or month, enough to own the problem and build the system, without a full-time salary. Early on it’s hands-on with diagnosis and building; as things stabilize it tapers toward oversight and rhythm. The goal is always to make the operation run without me, not to create a standing dependency.

I’m based in Calgary and work remotely with teams wherever they are. The work, process, metrics, payments and pricing systems, doesn’t require being in the room, and I embed with a distributed team’s tools and cadence.

You keep the system, not a dependency. The whole approach is to leave behind documented processes, the metrics and operating rhythm to run them, and a team that owns them, so the business is stronger and more self-sufficient than when I started, not reliant on me to keep the lights on.