What you need to know

We have a unique, tried and tested process which is all about understanding your business need. We take the time to really get under the bonnet of the business to understand your needs, your goals and your culture. We then draw up and explore an internal shortlist of people, and then put forward a recommendation, followed by a face to face introduction. Once your leader is embed into your team, we maintain regular touchpoints and strategic reviews

Typically within seven days, although when needed we can place a leader within 24 hours.

Yes, if the relationship is working well, and you’re both willing to commit to a full time basis, this is something we are very happy to facilitate and support the move.

If they’re not right for you, we will work with you to fully understand the situation and find the right person.

A fraction of a full time hire! We provide the best expertise for your business challenges, and we have clients whose requirements start from just one day a month.

No, there is no minimum. We help businesses achieve their goals, and therefore can be flexible with our leaders to ensure their time and expertise meets your needs. We have leaders placed from just one day a month, and leaders can help for a specific project on a day rate basis, although a retainer is more usual.

Yes! Our leaders are “doers” and are very capable at leading teams if required.

Yes! It’s one of the best ways for you to achieve your business goals, maximum expertise, minimum overhead.

By choosing us, you will get a highly experienced Regional Director who is dedicated to understanding your business, and ensuring you’re matched with the right leader(s) to suit your business's precise requirements, and they will be with you as your business grows and so do your needs.

Yes of course

Yes, our black book of exceptional leaders extends greater than our four main disciplines, and we’d be delighted to help.

A Chief Financial Officer or a Financial Director (FD) is responsible for the entire financial function within a business or organisation. Often referred to as a CEO’s righthand man/woman, they are always looking into the future and driving the business forward.

It is recognised that 99% of businesses in the UK with a turnover below £50m, do not require a full-time Finance Director to achieve their strategic goals. Often full time CFO’s within these businesses find themselves doing non-CFO work (finance control work, IT, HR). This is hugely costly to the business. A fractional CFO allows a business or organisation maximum benefits to a business without the costs of a full time CFO. It’s a very cost-efficient way of accessing a superstar CFO without the full time cost. The savings to a business can be enormous (>£100k pa) If you think hiring a superstar fraction CFO is expensive, try hiring an average full time and seeing the value difference…

They’re all the same!

As soon as possible! We help businesses at all stages, whether that’s a pre-revenue startup, rapid growth, scaling up, cash-flow issues, to successful exit. We have highly successful CFO’s who have stellar backgrounds at all these stages waiting to help.

Yes, they have a unique approach around building a proposition for a funder and taking the funding project right through to conclusion.

Yes, they will be advising on every element of the business that can be strengthened to grow the business.

Yes, typically a CFO will stay with the business right through the whole process, concluding when the money is in the back. To ensure continuity they can also stay on under the new ownership.

Yes.

They can be flexible as to your needs, working either in the offices or at home or a combination of both.

Yes, they usually attend, and quite often chair or lead the meeting.

Yes, our leaders will be working to ensure the most efficient technology systems are running throughout the business.

A Strategic CTO/CIO aligns technology vision and execution with overall business goals. This includes defining the technology roadmap, driving digital transformation, modernizing IT infrastructure, fostering innovation, managing cybersecurity, while ensuring technology delivers sustainable competitive advantage and operational excellence.

A CIO typically focuses on internal IT operations, infrastructure reliability, cost efficiency, and enabling the business through stable systems. A CTO leans more toward external innovation, product technology, emerging trends, and using technology as a growth engine. Many modern leaders combine both strategic elements depending on the organisation’s needs.

Key challenges include accelerating digital transformation while managing legacy systems, navigating rapid advancements in AI, cloud, and cybersecurity threats, attracting and retaining top tech talent, balancing innovation with operational stability and compliance, and demonstrating clear business value from technology investments in a volatile economic environment.

Success is measured through a balanced set of business-aligned KPIs: system uptime and reliability, speed of delivery (time-to-market for new features), ROI on technology investments, cybersecurity posture, employee productivity gains, customer experience improvements driven by technology, and the overall contribution of tech to revenue growth and competitive differentiation.

With over a hundred combined years in technology leadership across fintech, SaaS, and enterprise environments, we combine deep technical expertise with strong business acumen. We have successfully led large-scale digital transformations, built high-performing engineering teams, and delivered technology strategies that directly accelerated business growth.

We start with a clear assessment of current capabilities versus business ambitions, then design a pragmatic roadmap that balances quick wins with long-term modernisation. Success comes from strong executive alignment, change management, incremental delivery, upskilling existing teams, and treating transformation as a business initiative rather than purely a technology project.

We advocate for a cloud-first mindset where it makes business sense, combined with a thoughtful hybrid or multi-cloud strategy. The focus is on scalability, security, cost optimisation, developer productivity, and building resilient, API-driven architectures that support rapid innovation while maintaining governance and compliance.

Cybersecurity is not a bolt-on - it is foundational. We embed security-by-design principles into every initiative, promote a culture of shared responsibility, invest in proactive threat detection and response, and ensure compliance with relevant regulations while enabling business agility.

We act as a true strategic business partner, translating complex technology concepts into clear business language. We bring market and technology insights to the leadership table, align technology investments with strategic priorities, anticipate risks and opportunities, and hold ourselves accountable for technology delivering measurable business outcomes.

We maintain a balanced innovation portfolio: core (keeping the lights on), adjacent (incremental improvements), and transformational (disruptive opportunities like AI, machine learning, and automation). We use experimentation, proof-of-concepts, and close collaboration with business units to ensure innovation is pragmatic and value-driven.

We focus on creating an engineering culture of excellence, psychological safety, continuous learning, and ownership. This includes hiring diverse talent, implementing modern practices (Agile, DevOps, platform engineering), providing clear career growth paths, fostering collaboration between engineering and business teams, and using data to drive decisions about team health and productivity.

Elevate your technology leader to the executive table and treat technology as a core business driver rather than a cost centre. Invest in modern platforms and talent, break down silos between IT and the business, prioritise cybersecurity and data as strategic assets, foster a culture of experimentation, and relentlessly measure technology initiatives by their impact on customer value and business performance.

A Chief Marketing Officer or a Marketing Director is responsible for the entire marketing function within a business or organisation. They drive growth and increase revenues by focusing on customer acquisition and take ownership of all aspects of brand and marketing. They can work with your existing team and any external agencies to align marketing with business goals, without the cost of a full time MD.

If your business lacks a marketing strategy, is reactive, and doesn’t have clear measurable deliverables, a Marketing Director can make a huge impact to growth and revenue. A fractional CMO provides the expertise of a full-time Marketing Director, at a part-time cost.

They’re all the same! They own and implement the marketing strategy to drive revenue and growth for your business.

A fractional CMO is takes ownership for the strategy, and provides leadership and decision marking. A Marketing Agency are specialists, usually delivering the work agreed for defined services, focusing on specific channels (ads, SEO). A fractional CMO is embedded in your business, leading both internal and external teams and they take ownership of the whole marketing strategy. They are highly flexible and respond and advise on the business needs. If you have a clearly defined marketing strategy, and just need help with the delivery then an agency might be right for you.

As soon as possible! We help businesses at all stages, whether you’re a fledgling start-up or an established company with an in-house marketing team, our Marketing Directors can step-in and establish the strategy, or identify improvements within a current marketing strategy that isn’t working to improve marketing ROI. They can lead internal teams, manage external agencies, mentor staff, and fix lead generation problems which all help fuel business growth.

Usually within three days, but we can be as quick as 24 hours in emergency situations.

Every business is different, but within the first few weeks your Marketing Director joins, gets to understand the business and your goals and sets a strategy; this provides clarity. Within two months some good headway and traction should be gained, and real measurable impact should be made within three months.

The real question here is what will it take to achieve your growth ambitions? If you’re in a steady growth stage the rule of thumb is 5-10%, but if you’re looking for high-growth it could be up to 40% of your revenue. Our Marketing Directors have the expertise to define the right level of budget to match your ambitions and ensure an excellent ROI, not just an increase in spend.

Yes, part-time marketing directors help get more leads. They build systems that consistently generate better leads importantly, convert leads into sales.

A Fractional Strategic People Director focuses on aligning people strategy with overall business goals. This includes talent strategy, organisational design, leadership development, culture transformation, workforce planning, and driving long-term people initiatives that create sustainable competitive advantage.

While traditional HR focuses on operational excellence (payroll, compliance, recruitment), a Fractional People Director operates at the executive level — partnering with the CEO and leadership team to treat people as a core business asset. The role emphasises strategy, analytics, culture, and future-focused workforce planning rather than day-to-day HR transactions.

Key challenges include talent shortages in critical skills, hybrid/remote working model optimisation, building inclusive cultures at scale, navigating rapid technological change (AI, automation), managing workforce burnout, and balancing employee expectations with business performance in volatile economic conditions.

Success is measured through a balanced scorecard including business outcomes (revenue per employee, productivity metrics), talent metrics (retention of high performers, time-to-hire, internal mobility), engagement and culture indicators (eNPS, pulse surveys), leadership bench strength, and DEI progress. The ultimate measure is whether people strategy demonstrably drives business results.

With over 4 decades in global people leadership roles across various sectors to include travel, legal, tech, manufacturing, retail, maritime and government to name but a few, including leading transformations at various companies from small to global corporations, we combine deep operational HR expertise with strategic business acumen.

Culture change starts with clear diagnosis of current vs. desired state, visible leadership commitment, aligned systems and behaviours, and consistent reinforcement through communication, recognition, and talent decisions. We use data-driven insights and co-creation with employees to ensure changes stick.

We believe in outcome-based work models rather than location-based ones. The focus should be on building trust, clear expectations, intentional collaboration rhythms, and leveraging technology to maintain connection and culture, while respecting individual circumstances and business needs.

DEIB is not a standalone initiative — it is fundamental to building high-performing, innovative teams. We integrate it into every aspect of the people strategy: talent acquisition, leadership development, performance management, and culture. Sustainable progress requires both accountability and genuine cultural commitment.

We act as a true strategic business partner — bringing people insights to the table, challenging assumptions when needed, translating business strategy into actionable people plans, and holding ourselves accountable for delivering measurable impact on organisational performance and health.

People analytics is central. We use data to move from intuition to evidence-based decisions on talent, engagement, retention, and workforce planning. This includes predictive analytics for attrition, skills gap analysis, and measuring the ROI of people investments.

Leadership development must be continuous and experiential. We design programs that combine formal learning, coaching, stretch assignments, peer networks, and real business challenges. The goal is to build agile, emotionally intelligent leaders who can navigate complexity and inspire high performance.

Stop treating HR as a support function. Elevate your People leader to the executive table, invest in robust people analytics, make culture a CEO-level priority, focus on building internal talent pipelines, and ensure every people decision is evaluated through the lens of both employee experience and business impact.