Executive Leadership, Interim & Fractional

In a sponsor-backed company the CEO, the board and the sponsor want different things on the same Tuesday. We settle who we report to before day one, in writing, and we don't work around it later. When those three disagree, you already know whose call we take.

Budget authority, vendor contracts, hiring and firing — each one has a number and a line, set before we start. Above the line, it comes back to you. Below it, the decision gets made the day it comes up instead of waiting for a meeting three weeks out.

We don't arrive with a view on your team, and the org chart won't give us one. Titles say who reports to whom; the work shows who can do what. Some turn out to be carrying far more than their role says. Some need something nobody has given them yet. So when you decide whether to hire, restructure or outsource, you already know what your team can carry — and what needs to be handled outside it. Where that work gets done: Enterprise Systems · Infrastructure & Security · AI · M&A · Transformation

An SLA with penalties in it is worth nothing if nobody is measuring. We start by getting the numbers your contract already entitles you to, then claim the credits that come with them. Sometimes that's a renegotiation. More often it's a vendor who starts performing, because someone is reading.

Somewhere in your contracts you've promised a standard — SOC 2, a security addendum, an uptime number. Holding the certificate and meeting it are two different things, and the gap usually shows up in an audit or a renewal. We find it on our schedule instead of theirs, and close it before it gets expensive. When the audit comes, it's a formality.

Status decks describe activity. Boards ask about money, risk and dates. You get a pack built the way they read it — what changed, what it cost, what's still open and who owns it. It's built from the record as the work happens, so asking for it costs your team nothing.

The job description you'd have posted at the start describes work nobody had done yet. The one you post now describes the job as it actually ran — what the week looks like, which calls land on that desk, what the person needs to have survived before. You're hiring against something real.

We bring in recruiters we've worked with before on technical executive searches, and they contract with you directly. We'll sit in the interviews and say what we think. The person who ran the job is in the room when you pick the person who takes it over.

Handing over a function is a job in itself. The team, the processes, the vendors, and the people across the business who depend on all three — your new leader takes each of them live, while we're still holding them. They run a budget cycle with us beside them and sit through a board meeting before doing it alone. The business never feels the handover.

The record, the procedures, the standards, the contracts — all of it in your name and readable by someone who wasn't here. Nothing is licensed back to you, and nothing needs us to explain it. If you call us again, it's because you want to, not because only we know how it works. You own a function that works, and the people in it know why.

We take no fee from a vendor we recommend, and none from the recruiter who places your permanent hire. You'll see at least three options that can do the job. A recommendation we were paid for wouldn't be worth having.

How quickly we can start depends on what we're already committed to, and that changes. Anyone we bring in works under us, and we stay accountable for the work. If we can't take it on at all, we'll put you in touch with people we know and trust — yours to vet, working with you directly.