Senior judgement for the firm that outgrew its founder, not its budget.
You run a Massachusetts business that works. The next stage needs a level of finance, operations or sales leadership that you cannot yet justify on the payroll.
Why a permanent C-suite is premature
A permanent CFO, COO or CMO seems the natural next step. For many Boston-area firms it is the wrong one:
The package outweighs the problem
A senior hire in this market expects a base, equity and benefits that run well past what the problem is worth today.
The search runs past the need
A full-time hire takes months to land. Meanwhile the quarter you were worried about is already under way.
A wrong senior hire is slow to unwind
A permanent appointment that turns out wrong for the stage is costly to undo, and the business carries it in the meantime. An engagement between two companies has a defined scope and one month's notice as our standard.
The work is part-time
For most firms of this size the real need is two or three days a week of senior input. Anything more is spare capacity.
A fractional executive has run the function before and now does it for your company on a part-time basis. They join the team, take the decisions in their area and own the outcome.
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
Senior judgement, sized to the business
An established firm needs senior leadership for the days it needs it, and someone keeping the engagement on track. We provide both.
Governance as part of the service
We review the engagement with you on a fixed rhythm and adjust the brief with you if the business changes course.
A collective on call
You get one executive and, behind them, a collective of 800+. A question about finance that is really about operations goes to someone who has run both.
We hold the thread
Our file on your business stays current. A change of executive becomes a transition we manage, not a new start for you.
Fit over credentials
In a market of strong credentials, fit is the thing a CV does not show. Sector and temperament decide our short list.
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
