Frequently Asked Questions

No. You remain fully in control. I work alongside founders and leadership teams to help clarify options, strengthen decision-making, and improve structure and performance. My role is to support better outcomes, not to replace you or run your business for you.

This varies by engagement, but typically includes:

• regular working sessions

• ongoing financial and operational input

• support with key decisions

• collaboration with your leadership team

• board or investor-facing work where helpful

We aim to be embedded enough to understand what’s really happening, without creating dependency or unnecessary overhead.

Usually growing SMEs that are:

• founder-led or investor-backed

• navigating growth, change or transition

• not yet ready for a full-time CFO/COO

There’s no strict turnover threshold, the common factor with the clients I work with is complexity increasing faster than internal infrastructure.

We offer flexible pricing based on project type and complexity. After an initial conversation, we’ll provide a transparent quote with no hidden costs.

My background is CFO and CEO, so engagements often start with finance. But many clients also need help with:

• operational structure

• KPIs and performance cadence

• leadership team alignment

• execution during change

Support is tailored to what will make the biggest difference for your business.

Yes. I take on Board Advisor or Non-Executive Director roles where appropriate, either alongside a fractional engagement or as a standalone appointment. This typically includes financial and operational challenge, governance support, and helping translate board priorities into practical action.

No. I focus on senior financial and operational leadership. If you need bookkeeping, payroll, or transactional finance support, I can help you put the right resources in place, but I don’t provide those services directly.

Yes. Many clients begin with an Initial Review & Action Plan; a short engagement to clarify priorities and confirm whether ongoing fractional support makes sense for them and their business.

Retainers run for at least three months, often longer depending on the business’s needs. Some clients work with me through a specific phase of change; others keep ongoing fractional support as they continue to grow.

The first month is typically about listening, learning and building a clear picture of what’s really happening in the business. The second month focuses on implementing agreed priorities and improving visibility and control. The third month is where momentum builds and changes start to stick.

A three-month minimum allows enough time to move from understanding to action, and ensures clients see meaningful value from the engagement.

After the initial three-month term, engagements typically move to a rolling monthly arrangement with one month’s notice on either side. This gives both parties flexibility while ensuring there’s enough continuity to manage a smooth transition if needed.

Success looks different for every business, but typically includes clearer financial visibility, improved decision-making, stronger operational structure, and leadership teams feeling more confident and in control. At the start of each engagement, we agree priorities and outcomes, and regularly review progress against these.

The first month is usually focused on understanding the business in detail, including reviewing financials, cashflow, reporting, operations and current priorities. This creates a clear baseline and allows us to agree where to focus attention for the greatest impact.

I work with a small number of businesses at a time to stay effective and genuinely engaged. This ensures each client gets senior attention, not diluted support.

That’s okay. Fractional working is designed to be flexible. If either side feels it’s no longer adding value, we agree a sensible handover and move on professionally.