Board Advisory · Fractional Executive · Interim Management
I don't stop at a recommendation. I can join the business and lead the change.
I work directly with owners, CEOs, boards and investors as a strategic adviser, fractional executive or interim leader.
The model depends on the situation: sometimes you need a better decision. Sometimes regular support for the board. And sometimes someone who, for a defined period, takes responsibility for a specific result.
- Presence in the organisation
- Accountability for execution
- Decision rights
Three levels of involvement
- Advise — a better decisionI help you make the right decisions.
- Embed — ongoing supportI become part of the management rhythm.
- Lead — a temporary mandateI take on a temporary mandate and lead execution.
01 / Situation
Not every gap needs a hire. Not every problem is solved by a consultant.
A company can have a good team and still need experience it doesn't have today.
The strategy is stuck between departments. A key function has no leader. Recruitment will take months. The board needs an independent assessment. A new business model needs to be implemented. An investor expects a fast plan to improve results.
In a situation like this, a standard advisory project may be too far removed from day-to-day decisions, and a full-time hire too slow or premature.
What's needed is the right level of accountability.
The most common moments when I join a business
- 01growth has slowed, but the organisation can't agree on the cause
- 02the board faces a major strategic or investment decision
- 03there is no leader for marketing, growth, digital or the commercial function
- 04a new strategy exists, but nobody owns its implementation
- 05the company is preparing to enter a new market or launch a product
- 06marketing, sales, e-commerce and CRM are pursuing separate goals
- 07an AI transformation is needed, but business and technology have no shared plan
- 08after an acquisition or change of ownership, priorities need setting quickly
- 09the company must keep up momentum while recruiting a permanent leader
- 10the CEO needs a partner who brings an independent perspective and will also say what the organisation doesn't want to hear
02 / Engagement model
The same expertise. A different level of presence and accountability.
01 · Advise
Strategic & Board Advisory
When you need better decisions, not another layer of management.
- Presence
- 2–4 sessions a month
- Accountability
- the board retains delivery accountability
- Decision rights
- advisory recommendation
- Time horizon
- ongoing
I work with the CEO, owner, board or investor on a specific agenda: growth, the commercial model, marketing, transformation, expansion or AI.
I don't take over day-to-day management of the team. I analyse the situation, challenge assumptions, structure the options and help turn decisions into clear priorities.
What it looks like
- usually 2–4 working sessions a month
- ongoing access for the most important decisions
- reviewing results, initiatives and risks
- preparing recommendations and scenarios
- taking part in selected board or team meetings
- independent assessment of proposals from agencies, suppliers and internal teams
Outcome
The board makes faster, better-grounded decisions while keeping full accountability for delivering them.
02 · Embed
Fractional Executive
When you need an experienced leader regularly, but not necessarily full-time.
- Presence
- 1–3 days a week
- Accountability
- agreed area and metrics
- Decision rights
- shared decision-making within the agreed scope
- Time horizon
- several months or longer
I join the organisation's operating rhythm, usually one to three days a week. I take responsibility for an agreed area, its priorities and the coordination of execution.
I am not an outside commentator. I work with the team, take part in decisions and am accountable for progress on the agreed agenda.
What it looks like
- regular presence in the company and its management rhythm
- accountability for selected goals and metrics
- leading a team or cross-functional work
- coordinating marketing, sales, digital, CRM, data and partners
- developing the capabilities of internal leaders
- reporting directly to the CEO, owner or investor
Outcome
The company gains senior leadership and execution without having to create a full-time role immediately.
03 · Lead
Interim Management
When the company needs a leader now — with a clearly defined mandate and timeframe.
- Presence
- high operational involvement
- Accountability
- team, budget and results
- Decision rights
- executive mandate
- Time horizon
- until the mandate is fulfilled
For an agreed period, I take executive responsibility for a specific area, change or result.
I can stabilise a function after a leader has left, carry out a transformation, build a new operating model or prepare the organisation to hand responsibility to a permanent hire.
What it looks like
- a high level of operational involvement
- a clearly defined mandate and decision rights
- accountability for the team, priorities, budget and results within the agreed scope
- implementing a new operating model
- restructuring the organisation and how it is managed
- supporting the recruitment of a successor
- preparing and carrying out the handover of responsibility
Outcome
The company does not have to put change on hold. It gets an experienced leader whose job is to deliver a specific goal, prepare the organisation for what comes next and leave once the mandate is fulfilled.
03 / Mandate
The job title matters less than the mandate.
Before we start, we agree not only the scope of work but also the conditions that make the result achievable.
A good mandate answers seven questions:
- 01
What problem am I solving?
Not a general area, but a specific business situation.
- 02
What result must be achieved?
Revenue, margin, cost, speed of implementation, quality of decisions, organisational effectiveness or another measurable outcome.
- 03
What am I personally accountable for?
The scope of functions, processes, teams, budget and projects.
- 04
What decisions can I make?
Without clear decision rights, accountability is only apparent.
- 05
Who sponsors the mandate?
Most often the CEO, owner, board or investor.
- 06
How do we measure progress?
We agree a baseline, metrics and a review rhythm.
- 07
How will we know the job is done?
Exit criteria and the handover of responsibility are part of the project from the start.
I don't accept accountability for a result without access to the information, people and decisions needed to achieve it.
04 / The first 90 days
Facts first. Then decisions. Then pace.
- Days 1–30
Understand and set direction
- analysing results, customers, the market and the economics
- conversations with key people
- identifying decisions that have stalled
- assessing the team, partners, data and processes
- pinpointing the biggest risks and quick actions
- agreeing a few priorities instead of another long list of initiatives
- Days 31–60
Turn direction into action
- closing the most important decisions
- launching a new management rhythm
- assigning owners and metrics
- starting pilots and the first changes
- improving cooperation between departments
- dropping initiatives that don't support the priorities
- Days 61–90
Show progress and prepare to scale
- assessing the first results
- adjusting implementation based on data
- developing the team and internal leaders
- preparing the next stage
- deciding whether to scale, continue or end the mandate
- preparing the organisation to lead the change on its own
I don't promise that every transformation can be completed in 90 days. What I do expect is that after 90 days the company should see a different way of working and measurable progress.
05 / Scope of the mandate
Areas where I can join the business
- 01
Growth strategy and go-to-market
Growth priorities, customer segments, the offer, new products, market entry, and translating strategy into metrics and accountability.Discuss the scope - 02
Marketing and demand generation
Brand, performance marketing, budget efficiency, acquisition channels, media, marketing organisation and accountability for results.See the area - 03
Sales, conversion and margin
The sales funnel, pricing, the offer, conversion, marketing–sales cooperation and improving customer economics.See the area - 04
Customer, CRM and retention
Customer experience, CRM, loyalty, purchase frequency, LTV and using data to build long-term customer value.See the area - 05
E-commerce, omnichannel and expansion
The e-commerce model, channel integration, new markets, shared standards and local execution.See the area - 06
AI transformation
AI strategy, choosing use cases, process redesign, agents, governance, adoption and measuring impact.See the area
06 / How I work
I work on the side of results, not presentations.
No consulting theatre
I don't start with a weeks-long process of producing slides. I start with the facts, the numbers, the people and the decisions that need to be made.
No artificial distance
I talk directly with the board, but I also work with the teams responsible for delivery. Strategy has to survive contact with the company's day-to-day operations.
No false certainty
If there isn't enough data, I name the assumptions. If a decision needs a test, I design the test. If an idea has no business case, I say so plainly.
With a handover of responsibility
My aim is not to make the company dependent on an outside adviser. Processes, knowledge and the way of managing should stay in the organisation.
Case study · International service and e-commerce platform · five markets
When a strategic programme needed an owner, not another recommendation
- Situation
- A key loyalty programme was delayed, accountability was dispersed, and marketing, product and digital channels were working to different rhythms.
- Mandate
- Taking ownership of the programme, restructuring cooperation between teams and bringing the programme to a successful launch at scale.
- Actions implemented
- clarifying priorities and accountability
- bringing together marketing, digital, product, CRM and analytics
- rebuilding how the team works
- launching the programme and managing its further development
- implementing a shared model for measuring activity and customer acquisition cost
Programme results
- 14M+users
- −20%customer acquisition cost
- +20%active customers
07 / Who it's for
This engagement makes sense if:
- you are an owner, CEO, board member or investor
- you face a significant problem or opportunity that can't wait
- you need an independent partner at a strategic level
- the company is ready to share data and test assumptions against facts
- you need not only a diagnosis but also execution
- you want to strengthen your current team, not build a parallel organisation
- you are ready to define the mandate, decision rights and measures of success
I won't be a good partner if:
- you only need confirmation of a decision already made
- you want to transfer accountability without granting the authority required to deliver
- you expect a presentation instead of change
- the organisation has no sponsor able to make decisions
- “transformation” is meant to be a list of new initiatives without dropping existing ones
08 / How to start
First we establish whether you need an adviser, a fractional executive or an interim leader.
- 01
A conversation about the situation
What has happened, why now, and what is the cost of not deciding?
- 02
Initial diagnosis
What result does the company need, and what is actually blocking it?
- 03
Mandate proposal
Goal, scope, engagement model, decision rights, metrics, working rhythm and exit conditions.
- 04
Start
No weeks-long onboarding. The first decisions and priorities appear at the start of the engagement.
Frequently asked questions
How is advisory different from a standard consulting project?
Advisory is ongoing support for the person making decisions. It doesn't end with an analysis. It includes regular assessment of the situation, challenging assumptions and supporting the board while decisions are implemented.
How is a fractional executive different from an adviser?
A fractional executive is part of the management rhythm and is accountable for an agreed result. An adviser influences decisions but doesn't directly manage their delivery.
How does fractional leadership differ from interim management?
Fractional means regular part-time involvement. Interim is usually a more intensive, time-bound mandate linked to a specific change, leadership gap or result.
Do I need to know straight away which model I need?
No. That's exactly what the initial diagnosis is for. Sometimes a problem that looks like a missing leader can be solved through advisory. Sometimes an advisory project turns out to be impossible without a temporary executive mandate.
Do you take a formal board position?
It isn't necessary. The scope of responsibility, representation and decision rights is defined with each client. I can lead an area as an external executive without formal board membership.
Do you work with the existing team and agencies?
Yes. I don't usually create a parallel structure. I clarify the goals, accountability and ways of working of the current team and partners.
Can you help find and onboard a permanent leader?
Yes. I can define the role, take part in selecting candidates, set up how the function operates and hand over responsibility to the new person.
How long does an engagement last?
Advisory can be ongoing. Fractional usually lasts several months or longer. Interim ends once the mandate is fulfilled and responsibility handed over. The exact duration depends on the goal, not on the name of the model.
Could you later take on the role permanently?
The basic assumption is an advisory, fractional or interim engagement. Another model can be considered if both sides agree it's the best solution — but it is never a hidden aim of the project.
If the situation calls for more than an opinion, let's define the right mandate.
Tell me what the company needs to change, what result it wants to achieve and why it can't wait. I'll tell you plainly whether you need advisory, fractional leadership, interim management — or something else entirely.