The senior judgement that owner-run firms cannot yet put on the payroll.
You built the company across two languages and, probably, more than one market. The distance to the next stage is seldom a matter of effort. It is experience at the top that a firm this size cannot hire full time.
Why a full executive team is the wrong shape for this stage
A permanent CFO, COO or CMO seems the natural step. For many owner-run firms it does not fit:
The fixed cost arrives first
A salary starts on day one. The benefit shows up months later, if the hire works.
The search outlasts the problem
A full executive search takes months, whereas the problem facing you is moving now.
A senior hire is hard to reverse
Undoing a permanent senior appointment that has not worked out costs time and goodwill. Our contract for services runs between two companies, on our standard one month's notice.
You need the experience, not the week
A few days of senior input usually solves the problem. Five days of it is a luxury at this size.
A fractional executive is an operator with a record who spends agreed days in your business on terms settled up front, unlike a consultant who leaves a report behind. They join the team, decide within their area and answer for the outcome, in French, English or both as matched in the brief.
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
Where we fit for owners
A senior operator for the days the firm needs one, with our governance around them for as long as the engagement runs.
Owners kept informed
We go over the engagement with you on an agreed rhythm and adjust the brief when the business changes course.
The collective behind your executive
Your executive can call on our collective of 800+, so a problem that crosses finance, operations and people reaches someone who has seen it.
We hold the brief
We keep the brief and our notes current, so a change of executive means a handover we run, not a fresh start.
Matched on language and judgement
We weigh French and English fluency alongside stage and sector, because an owner-run firm notices a poor fit within weeks.
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
