The senior team your business has earned and cannot yet afford.
You have a business that works. The next stage needs judgement across finance, operations and customers that no single owner can supply.
Why the full-time route is not right yet
The next hire looks obvious. For many Victorian owner-run businesses it is not:
The job is smaller than the salary
A permanent executive is paid for the full week. The work that needs seniority fills a few days of it.
The recruitment drags on
Recruiting someone senior takes months, and by then the problem has moved on.
The wrong hire stays
A permanent senior appointment is hard to reverse once made, and an owner-run business pays for a poor one in morale as much as money. We work company to company instead, on our standard one month's notice.
You need range
Someone who can read the accounts, the shop floor and the customer file is worth more than a specialist you cannot keep busy.
A fractional executive is a seasoned operator who works alongside you on set days and answers for the result in their domain, not a consultant who drops off a report and goes. For a business that has outgrown its owner but not yet its budget, this is the practical route to senior leadership.
Who this is for, and who it is not
Best for
- Founders carrying a C-suite function themselves with no time left to lead
- Businesses that need senior capability two or three days a week, not five
- A specific gap in finance, operations, marketing, technology or people that is holding growth back
- Teams that cannot yet justify, or afford, a full-time executive salary
- Owners who want an operator accountable for outcomes, not a consultant with a deck
Not for
- A junior or purely execution role a full-time manager should own
- A one-off project an agency could deliver and hand back
- Businesses wanting a figurehead rather than someone who does the work
- A pre-revenue idea with no function yet to lead
How we work with owners
A senior operator for the days the business needs, with our governance around the engagement for as long as it runs.
Owners kept close
We sit down with you on a set rhythm through the engagement, and if the work starts to drift we adjust the brief together.
Judgement from more than one person
Your executive can draw on our collective of 800+, so a question that crosses finance, operations and people is answered once.
Continuity held by us
We keep your brief and our notes current through the engagement, which means a change of executive is a managed handover rather than a restart.
Substance over polish
We match on stage, sector and temperament. Owners here judge people on substance, and so do we.
What an engagement looks like
From first call to an embedded operator in weeks, not months.
Discovery
We spend time understanding your business: challenges, goals, team dynamics, and what 'success' looks like in 90 days.
Match
We introduce the right fractional executive from our vetted collective. You meet them, ask hard questions, and confirm the fit.
Scoped engagement begins
The engagement launches with a defined scope, clear deliverables, and a structured cadence. Your fractional is embedded, not advisory.
Adapt and evolve
As your business changes, the engagement changes with it. Add hours, shift focus, introduce a second specialist, all without restructuring.
Which executive do you need first?
You do not need to know the answer before you call. Match the problem you feel most to the operator who owns it.
Each fractional role maps to a different SME challenge
Start with the gap that is costing you most, and the roles below show which leader owns it.
Backed by executives who have led at
