Past the founding team, before the leadership team.
The company has grown past the people who built it and has yet to find the people who will run it. Scale-ups stall in that gap.
Where scale-ups stall
The product is rarely the problem. The stall comes from here:
Founders still own every function
The people who built the company are now the bottleneck on hiring, pricing and finance.
Spain is solved, the next market is not
The first country ran on instinct. The second needs a plan, a team and an owner.
Investor reporting outgrows the spreadsheet
A growth investor wants monthly figures and a board pack that arrives when promised.
The permanent hire is a year away
The role is clear and the budget is not, and the search would outlast the problem.
A fractional executive holds the seat while the company grows into it. They run the function, build the foundations the permanent hire will rely on and help to choose that hire when the moment comes.
Who this is for, and who it is not
Best for
- Companies that have outgrown founder-led informality but cannot yet fund a full C-suite
- Finance functions that need to become board and investor grade
- Revenue still riding on founder relationships rather than a repeatable engine
- Teams and culture straining as headcount climbs past what informal management holds
- Leadership gaps that would stall growth if left open for a full hiring cycle
Not for
- Early startups still searching for product-market fit
- A single function a ready full-time executive should already own
- Businesses wanting advice on a deck rather than an operator in the work
- A one-off project better suited to a specialist contractor
From founding team to leadership team
A scale-up gets someone who has already run the stage ahead, for part of the week, and a plain view of when to hire full time.
Scope that follows the stage
We check in on a set rhythm as the company grows, and adjust the scope when the stage changes.
Peers who have scaled before
Behind your executive stands the entire collective of 800+, so a question outside their field still finds an answer.
If your executive leaves
Good operators are in demand. If yours moves on, we take on the handover and the replacement search, using what we already know.
A different leader for a new stage
We match on stage, sector and temperament, because the next stage needs a different kind of leader from the first.
From diagnostic to infrastructure that scales with you
Our process runs at the pace of a scaling company, not a hiring cycle.
Scale diagnostic (weeks 1–2)
Map the current state: operational stress points, financial infrastructure gaps, commercial engine gaps, people risks.
Engagement design (weeks 3–4)
Design the right fractional leadership configuration, which roles, what scope, what priority sequencing.
Infrastructure build (month 1–3)
Fractionals embed: operational systems, financial infrastructure, commercial engine design, people frameworks.
Adapt to the growth (ongoing)
As you grow, we adjust the configuration. The goal is always the right leadership for the current phase.
What changes in the first 90 days
A scale-up engagement is judged on what moves early. These are the shifts a fractional operator is there to make.
The scale-up leadership stack
Each role below owns a different part of the scale-up: finance, operations, commercial, people or technology.
Leaders who have scaled
