Three ways to find the right way in
Browse by the practice you need strengthened, the challenge you're facing, or go straight to the leadership that fits. All six work the same way: a seasoned operator accountable for the outcome, our delivery teams behind them. Structure and delivery come first. AI is one route in among six, not the reason the other five exist.
What's actually in front of you right now?
Clients rarely arrive asking for an operating model review. They arrive because something has stopped working, and it usually sounds like one of these eleven. Only one of them is about AI.
Scaling without structure
Informal coordination worked at the last stage. It won't work at this one. This is an operating model problem, not a headcount one.
A programme that has slipped once already
The date has moved, the business case no longer matches the scope, and the status has been amber long enough to stop meaning anything.
Approved, staffed and not moving
Somebody owns the date. What is missing underneath them is the plan, the PMO, and one view of what the suppliers are actually delivering.
Ageing technology estate
Technical debt compounds. Every quarter without a senior technical owner is a quarter the rebuild gets more expensive.
Fragmented, unintegrated data
Six systems that don't talk to each other isn't a data strategy. It's a standing tax on every initiative that touches data.
Infrastructure & security exposure
Access, backups and recovery are each somebody's job and nobody's accountability, which only becomes visible on the day it matters.
Deals stalling in security review
A customer's questionnaire, an insurer's renewal or a diligence pack asks what you can evidence, and assembling the answer costs a fortnight of senior time every time.
Supply chain & vendor risk
Concentrated suppliers, unmanaged category spend and unreviewed contracts are board-level exposure hiding in an admin function.
No board-level AI owner
Where AI genuinely is the right lever, investment without a named owner is the single most common reason the spend gets written off.
Growth that has stopped compounding
The pipeline model is a spreadsheet nobody quite trusts, the marketing spend gets defended rather than measured, and nobody owns the number.
A roadmap nobody can defend
It is rewritten whenever a large customer asks, nothing is ever retired, and engineering ships on time against commercial numbers that do not move.
A market that is not pricing what you built
The announcements are accurate and cleared, the register is full of names nobody has spoken to, and peers with weaker assets carry better ratings.
A board that has never changed its mind
Every director reports to the chief executive, or the investor director is the only outside voice. Nobody in the room can afford to hold a decision up.
Every discipline reconciled, not averaged
Which one you start from depends on where the pressure is. Each page sets out what that discipline owns, what it will not do, and how an engagement actually opens.
Business & Operating Model
Why the fix you made last year did not hold, and what has to change so the next one does.
The operating model practice, in fullTechnology & Data
What the estate costs to keep still, what it would cost to move, and what is fine left alone.
The technology & data practice, in fullAI & Automation
Whether AI is the right lever for the problem in front of you, including the times it is not.
The AI & automation practice, in fullProcurement & Supply Chain
Spend treated as a lever on margin and resilience rather than as an administrative function.
The procurement practice, in fullProduct & Go-to-Market
Not a demand problem. The positioning decision the spend has been compensating for.
The practice, in fullCyber Security & DevSecOps
Not whether you are secure, but what you can evidence, to a customer, an insurer or an acquirer.
The cyber security practice, in fullBoard & Governance
Not whether the board meets, but whether it is shown what it would need in order to govern.
The governance practice, in fullThirteen areas we lead in. Full detail on each.
Deliberately excluded for now: Fractional CFO and CHRO. Both are well served elsewhere in the market, and neither is somewhere we have delivery depth of our own. We would rather lead where there is a named team behind the role than pad the list.
Fractional COO
The one to reach for when nothing is technically broken and everything still takes too long. Ongoing ownership of how the business coordinates itself.
Business & Operating ModelTransformation Director
The one to reach for when a programme has a date on it and will not make it. Finite, governed, and answerable for the benefits case.
Business & Operating ModelProgramme Delivery Lead
The one to reach for when the programme is approved, staffed and still not moving. Mobilisation, the PMO, the plan and the suppliers, built to be handed over.
Technology & DataFractional CTO / CDO
Sets technology and data direction at board level. Answers for the roadmap, not for the service desk.
Technology & DataFractional Chief Data Architect
Builds what the CTO / CDO decides: the blueprint and the plumbing, not the strategy above it.
Technology & DataFractional CIO
Deliberately distinct from the CTO remit: internal IT, infrastructure, systems operations and the day-to-day security of the estate, not product or engineering build.
AI & AutomationFractional Chief AI Officer
Board-level AI judgement, governance chairing and vendor stewardship for organisations that need direction before headcount. Where the model was first proven.
Product & Go-to-MarketFractional CMO
Owns the number rather than the activity: the positioning decision, the pipeline model and its assumptions, and what the spend actually buys.
Product & Go-to-MarketFractional CPO
The build half of the same practice: what the product is for, what it is deliberately not for, and the roadmap treated as a funding decision rather than a queue.
Cyber Security & DevSecOpsFractional CISO
Security as a governed risk rather than an IT property: the obligation, the evidence position, the build pipeline and who is accountable during an incident.
Procurement & Supply ChainFractional Head of Procurement & Supply Chain
Owns spend as a commercial lever rather than a cost line, at interim-director level, which is how this market actually prices it.
Board & GovernanceInvestor Relations
The seat between the board and the market. Ongoing shareholder communications for listed small caps, deliberately not raises.
Board & GovernanceNon-Executive Director
The one to reach for when the board is all executives, the founder has nobody to argue with, or outside investment has just arrived. A director with a director’s duties, not an advisor.
The leader scopes the work. Our teams deliver it.
That's the whole difference between us and a placement service. Read the full Approach →
Not sure where to start?
Most people aren't. Tell us what is actually slowing you down and we will point you at the right one, or tell you it is not us.