Questions
Updated 15 Oct 2026
A consultant advises and leaves. A fractional COO owns the result. I take the wheel part time. I set priorities, run the operating rhythm, carry the P&L and answer to the CEO or board for delivery.
Fractional suits a company that needs senior operating leadership but not full time. Interim covers a gap or a turnaround, usually full time for a set period. Permanent suits a company ready for a long term hire. I take all three roles. We decide which fits on a first call.
Fees depend on scope and time commitment. I give a fixed range after a first call, so you know the cost before you commit.
Days 1 to 30: I listen, review the numbers and agree the outcomes. Days 31 to 60: I fix the biggest constraint and set targets and reporting. Days 61 to 90: I run the rhythm, show results and agree what comes next.
By outcomes agreed up front: revenue, margin, delivery on time, cost and retention. Not by hours or slide decks. You see the numbers every month.
It is a fair question. The discipline transfers. The overhead does not. I scale the approach to your stage, team and budget. If I am not the right fit, I say so early.
Yes. I report to the CEO or the board and work through your leaders. The aim is a team that runs well without me.
Start with a business problem you can measure, not with the tool. Set a baseline, a target and an owner. Test again after 90 days. If the return is not there, stop. AI earns its place when it shows in the P&L.
Write the SLA around business outcomes. Measure it every month. Tie remedies to misses. Review it at executive level. Most SLA failures start in the contract, not at the service desk. I have written a paper on this.
On day one, protect revenue and key people. In the first 100 days, build one operating model, one set of metrics and one integration office. I have led M&A integration programmes at IBM and HP.
Yes. I find the constraint first: pipeline, pricing, delivery, people or contracts. Then I fix one at a time and report weekly.
A value creation plan with owners and dates, a monthly operating review and early warning on risk. I work with the deal team and management, not around them.
Governance, oversight of strategy and risk, and challenge to management. I bring board experience, including in health care, and I am a member of the Institute of Directors.
Yes. I have worked in public sector, education (more than ten years in the US) and healthcare. I work across Canada, the UK, EU and GCC, and I am used to teams spread across time zones.