From Operations Executive to Fractional COO Partner
After decades of leading commercial and manufacturing operations as both General Manager and Chief Operating Officer, I founded Promethean Advisors to help mid-sized industrial companies access the same level of operational expertise that larger corporations take for granted.
From Operations Executive to Fractional COO Partner
After decades of leading commercial and manufacturing operations as both General Manager and Chief Operating Officer, I founded Promethean Advisors to help mid-sized industrial companies access the same level of operational expertise that larger corporations take for granted.
My Story
Fractional COO | Operational Growth Advisor | Industrial Business Strategist
I’m Christopher Beasley, founder of Promethean Advisors and a seasoned operations executive with more than 25 years of experience helping industrial and manufacturing businesses grow, stabilize, and scale.
One of the most important things for you to know about me is that I grew up on a working farm in Illinois. It wasn’t a big operation by today’s standards, but it was typical for that time. Farm people are very independent and self-reliant, and that’s part of the way I approach my life and my work. I learned at an early age to take responsibility and to roll up my sleeves and learn how to do whatever needed to be done, from veterinary care to crop science to auto mechanics.
I have always loved learning new things, and I wake up energized by the day’s challenges.
My Story
Fractional COO | Operational Growth Advisor | Industrial Business Strategist
I’m Christopher Beasley, founder of Promethean Advisors and a seasoned operations executive with more than 25 years of experience helping industrial and manufacturing businesses grow, stabilize, and scale.
One of the most important things for you to know about me is that I grew up on a working farm in Illinois. It wasn’t a big operation by today’s standards, but it was typical for that time. Farm people are very independent and self-reliant, and that’s part of the way I approach my life and my work. I learned at an early age to take responsibility and to roll up my sleeves and learn how to do whatever needed to be done, from veterinary care to crop science to auto mechanics.
I have always loved learning new things, and I wake up energized by the day’s challenges.
With that problem-solving background and strong academics in math and science, I studied Chemical Engineering and began my career at Dow Chemical, along with my fellow engineering classmate, soulmate, and wife, Shirley. (We were married the day after our university graduation.) I learned a lot about the chemical industry in those early years, and became interested in business leadership issues. I determined that I needed additional education credentials and a fresh start to achieve my career goals. Shirley felt the same way, so we both pursued MBA degrees at the University of Chicago, with concentrations in Marketing and Finance.
From there, I developed my analytical and business skills in management consulting for several years, enjoying a variety of challenges and becoming involved in executive-level business challenges at an early age. Shirley and I were for a while a stereotypical “Yuppie” couple, living in a downtown Chicago high-rise apartment and traveling all over
the world with two incomes and no kids. When our children began to arrive, I left the high-travel consulting lifestyle behind and took on corporate strategy and advisory roles, first at Eaton Corporation and then at Mallinckrodt Chemical. In those jobs, I worked with corporate and business unit heads on strategy refinement and acquisitions. After working on a large acquisition and integration project at Mallinckrodt in 1995, I was asked to take over leadership of one of the newly-integrated business units, to complete the team’s merger and execute improvements in operations and profitability.
With that problem-solving background and strong academics in math and science, I studied Chemical Engineering and began my career at Dow Chemical, along with my fellow engineering classmate, soulmate, and wife, Shirley. (We were married the day after our university graduation.) I learned a lot about the chemical industry in those early years, and became interested in business leadership issues. I determined that I needed additional education credentials and a fresh start to achieve my career goals. Shirley felt the same way, so we both pursued MBA degrees at the University of Chicago, with concentrations in Marketing and Finance.
From there, I developed my analytical and business skills in management consulting for several years, enjoying a variety of challenges and becoming involved in executive-level business challenges at an early age. Shirley and I were for a while a stereotypical “Yuppie” couple, living in a downtown Chicago high-rise apartment and traveling all over
the world with two incomes and no kids. When our children began to arrive, I left the high-travel consulting lifestyle behind and took on corporate strategy and advisory roles, first at Eaton Corporation and then at Mallinckrodt Chemical. In those jobs, I worked with corporate and business unit heads on strategy refinement and acquisitions. After working on a large acquisition and integration project at Mallinckrodt in 1995, I was asked to take over leadership of one of the newly-integrated business units, to complete the team’s merger and execute improvements in operations and profitability.
Having finally achieved my early career goal of business leadership responsibility, I found that I loved the variety of problems and challenges to solve each day. In the following decades, I progressed through general management, executive marketing, and senior business development roles with several specialty chemicals and specialty minerals manufacturers, completing successful revitalizations and turnarounds of underperforming businesses, through innovative strategy and operational effectiveness. I worked for major global enterprises, small family-owned companies, and private-equity-owned corporations, and experienced diverse organizational models, leadership styles, and business strategies.
My most recent corporate role was as Chief Operating Officer (COO) of a specialty plastic resin manufacturer in Houston, where I led a significant new market expansion for the company and expanded production capacity through operational improvements and “debottlenecking”.
Through my career, Shirley has supported me through the ups and downs, helped our three children grow up into remarkable adults, helped me survive a difficult fight with cancer, and kept our household functioning through multiple relocations across the country and many international business trips. Fast-forward to 2025, I’m now developing my own practice as a fractional COO, leveraging my experiences and problem-solving skills to advise owners of industrial businesses regarding effective growth strategies, and helping organize their leadership teams to enable growth. With these changes, companies can transition from being primarily owner-driven to process-driven, which helps the owner free up time for a better lifestyle, and positions the company for higher growth and value, maximizing the characteristics which appeal to potential buyers.
Having finally achieved my early career goal of business leadership responsibility, I found that I loved the variety of problems and challenges to solve each day. In the following decades, I progressed through general management, executive marketing, and senior business development roles with several specialty chemicals and specialty minerals manufacturers, completing successful revitalizations and turnarounds of underperforming businesses, through innovative strategy and operational effectiveness. I worked for major global enterprises, small family-owned companies, and private-equity-owned corporations, and experienced diverse organizational models, leadership styles, and business strategies.
My most recent corporate role was as Chief Operating Officer (COO) of a specialty plastic resin manufacturer in Houston, where I led a significant new market expansion for the company and expanded production capacity through operational improvements and “debottlenecking”.
Through my career, Shirley has supported me through the ups and downs, helped our three children grow up into remarkable adults, helped me survive a difficult fight with cancer, and kept our household functioning through multiple relocations across the country and many international business trips. Fast-forward to 2025, I’m now developing my own practice as a fractional COO, leveraging my experiences and problem-solving skills to advise owners of industrial businesses regarding effective growth strategies, and helping organize their leadership teams to enable growth. With these changes, companies can transition from being primarily owner-driven to process-driven, which helps the owner free up time for a better lifestyle, and positions the company for higher growth and value, maximizing the characteristics which appeal to potential buyers.
Shirley and I are still married (44 years so far, by the grace of God), and enjoying our life in Houston. We now have six lovely grandchildren, and we enjoy singing in the church choir, volunteering with the Houston Livestock Show & Rodeo, sailing (we are both certified skippers), tennis, cooking, and adventure travel. No cruise ships or bus tours for us. I’m also a licensed private pilot, but I only fly recreationally. Our two sons are now US military veterans (Army and Navy), and our daughter is an elementary school music teacher here in the Houston area.
So, this is me. I have been there and done that in a wide variety of business leadership challenges, and I am ready to help your business reach its full potential. What problems can I help you with, to help achieve your dreams for your business?
Shirley and I are still married (44 years so far, by the grace of God), and enjoying our life in Houston. We now have six lovely grandchildren, and we enjoy singing in the church choir, volunteering with the Houston Livestock Show & Rodeo, sailing (we are both certified skippers), tennis, cooking, and adventure travel. No cruise ships or bus tours for us. I’m also a licensed private pilot, but I only fly recreationally. Our two sons are now US military veterans (Army and Navy), and our daughter is an elementary school music teacher here in the Houston area.
So, this is me. I have been there and done that in a wide variety of business leadership challenges, and I am ready to help your business reach its full potential. What problems can I help you with, to help achieve your dreams for your business?
I’ve Been Where You Are
I’ve walked factory floors, led C-suite strategy sessions, and managed P&Ls in the tens of millions. I’ve held leadership roles like President, COO, EVP, and General Manager in companies ranging from PE-backed firms to global manufacturers. Over the years, I’ve helped:
I’ve Been Where You Are
I’ve walked factory floors, led C-suite strategy sessions, and managed P&Ls in the tens of millions. I’ve held leadership roles like President, COO, EVP, and General Manager in companies ranging from PE-backed firms to global manufacturers. Over the years, I’ve helped:
Increase production output by over 25%
Double revenue through smart M&A and integration
Develop international sales channels from the ground up
Build pricing systems that actually stick—and boost profit
Create scalable systems that reduce firefighting and improve accountability
I know what it’s like to carry the weight of an operation that’s stuck—or worse, sliding backward.
I also know how powerful it is when the right strategy meets the right execution. That’s what I deliver.
Increase production output by over 25%
Double revenue through smart M&A and integration
Develop international sales channels from the ground up
Build pricing systems that actually stick—and boost profit
Create scalable systems that reduce firefighting and improve accountability
I know what it’s like to carry the weight of an operation that’s stuck—or worse, sliding backward.
I also know how powerful it is when the right strategy meets the right execution. That’s what I deliver.
What I Do Best
I partner with leadership teams to fix operational bottlenecks, drive sustainable growth, and build companies that can scale without burning out.
Some of the areas I specialize in include:
* Sales strategy and pricing systems
* M&A integration and due diligence
* Organizational design and leadership development
* International business and channel growth
I’m not a consultant who hands you a binder of ideas and walks away. I work side-by-side with you to implement real change—because that’s what actually moves the needle.
What I Do Best
I partner with leadership teams to fix operational bottlenecks, drive sustainable growth, and build companies that can scale without burning out.
Some of the areas I specialize in include:
* Sales strategy and pricing systems
* M&A integration and due diligence
* Organizational design and leadership development
* International business and channel growth
I’m not a consultant who hands you a binder of ideas and walks away. I work side-by-side with you to implement real change—because that’s what actually moves the needle.
My Background
I earned my MBA from the University of Chicago Booth School of Business with a focus on Finance and Marketing, and I hold a BS in Chemical Engineering from Washington University in St. Louis. I’m also a Lean/Six Sigma Executive Green Belt. But more importantly, I’ve led teams through just about every stage of growth and challenge you can imagine—from high-growth chaos to stalled momentum to pre-exit optimization.
My Background
I earned my MBA from the University of Chicago Booth School of Business with a focus on Finance and Marketing, and I hold a BS in Chemical Engineering from Washington University in St. Louis. I’m also a Lean/Six Sigma Executive Green Belt. But more importantly, I’ve led teams through just about every stage of growth and challenge you can imagine—from high-growth chaos to stalled momentum to pre-exit optimization.
Who I Work With
Industrial and manufacturing companies between $5M–$150M in revenue
Founders who want to step back from the day-to-day
Leadership teams who need help getting aligned and accountable
Private equity firms looking for operational expertise, either during diligence or post-close
I've learned that you can't just implement systems and walk away. Real transformation happens when you work with people, explain the why behind the changes, and make improvements that actually make their jobs easier and more effective.
If your business needs strategic guidance and hands-on leadership to get to the next level, I’d love to talk.
Get the senior-level operational leadership your company needs—without the full-time executive cost.
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