C-Fractionals
C-level seniority. Within your company's reach.
Knowledge is within everyone's reach. The experience of deciding with it is not.
Senior executives on a fractional basis. A real seat at your company, for as long as it needs to be filled.
Four situations, and the same problem under all four
None of them is about a shortage of people. They are all about a shortage of judgement at the moment it is needed.
The decision has arrived and nobody in the room has taken one before.
Replacing the ERP, preparing a funding round, deciding between building and buying, opening a new channel, integrating two operations after an acquisition. These come round once every several years, and the judgement they call for accumulates over years in an executive seat — which your company has no reason to carry all year round.
The person with the judgement at the table works for the other side.
The vendor specifies, builds and certifies its own quality. The agency proposes the campaign and measures its own result. The adviser structures the deal and is paid for it closing. The arrangement holds while everything goes well — and falls apart exactly when you need it most.
The seat is vacant, or the hire is stuck.
The director left, the committee hesitates, the budget was moved: the position stays open on paper and dead in practice, and the operation carries on with nobody in that seat. A C-level search takes months. The decision on the table does not wait months.
There is a director in the seat, and a project nobody does twice.
The seat is filled, and filled well — and a one-off has turned up: a migration, an integration after an acquisition, a change of platform. Nobody accumulates judgement about something that happens once. What comes in is reinforcement, with an agreed scope, added to whoever already holds the seat and for as long as the project runs.
In every one of them, the company needs board-level judgement for a finite period — and hiring full-time is the wrong way to get it.
Who defends your interest at the table
When you hire a software house, it specifies the work, it builds the work, and it certifies the quality of what it built. All three ends are the same party. The arrangement holds while everything goes well — and falls apart exactly when you need it most.
With a C-Fractional mandate there is, inside the project, someone whose job is your interest: writing the requirement, challenging the scope, testing what was delivered and saying no when no is the answer. It applies to software houses, ERP rollouts, cloud contracts, systems integrators — to any technical contract large enough to hurt.
It is the difference between buying a deliverable and having someone accountable for it being the right one.
Conflict of interest
A full-time executive is exclusive by construction. On a fractional basis, exclusivity is a clause — which is why it is written into the contract.
A direct competitor is never the same person.
While your mandate runs, and for six months after, whoever fills your seat does not fill a competitor's. This is not an information barrier: it is absence. No one separates a person from what they already know.
Who competes with you is your call.
The list of off-limits companies is yours, goes into the contract and can grow during the mandate. In technology, having seen the same problem in your sector is usually an advantage; in marketing and sales, knowing your funnel is the risk. You are the one who knows where that line falls.
The network is what lets the next one be served.
When a competitor of yours comes to us, the answer is a different executive — sharing nothing with your mandate: no material, no access, no conversation. And when there is no one available, we say so.
What your mandate produces is yours.
Requirements, models, evaluations and playbooks stay in your company. The executive leaves with judgement, not with your material.
Seniority is no longer a question of size
The decisions that cost the most in technology — architecture, build or buy, who to hire first, how to use AI without handing over your own data — draw on judgement that accumulates over years in an executive seat. Having that judgement in-house has always been the privilege of companies able to carry a full-time executive.
The fractional model breaks that link. The seat is filled for as long as it needs to be filled, and you decide with the same judgement a large company has — without the structure a large company has to maintain.
In practice: you can run an ERP selection alongside someone who has run others; you can have someone sitting on your side of the table in a vendor negotiation; you can build an AI strategy with governance from day one, instead of discovering compliance afterwards.
And the reasoning does not stop at technology. Preparing a funding round with a CFO who has been through due diligence from the other side, or repositioning the brand with a CMO who has done it before, is the same move — seniority for as long as it is needed, without opening a board-level position for it.
What a C-Fractional mandate is
An executive seat genuinely filled. The executive decides, answers for the decision and reports on it — on a fractional basis, sized to your operation.
What it is not
It is not staff augmentation.
You are not buying a specialist's hours; you are filling a seat.
It is not diagnostic consulting.
Diagnosis is where the work starts, not what it delivers. It ends with the decision made and put in place — or it has not ended.
It is not mentoring.
A mentor gives an opinion and leaves. An executive signs their name to it.
It is not a software house.
When there is development work, the person answering for your interest is the mandate, not the party writing the code.
The chairs
Any executive seat can be filled on a fractional basis — the logic is the same in technology, finance, marketing or operations. These are the ones we run today:
CAIO — Chief AI Officer
AI with data sovereignty, governance and privacy compliance designed in, and a team enabled to build with AI inside safe limits.
CDO — Chief Development Officer
Running projects and vendors from the buyer's side: requirements, scope, oversight and acceptance.
CSO — Chief Sales Officer
Commercial growth strategy, pipeline governance and forecast, sales leadership, and customer profitability.
CTO — Chief Technology Officer
Architecture, build-or-buy decisions, team structure and maturity, governance and roadmap.
If the seat your company needs is not on this list, the conversation starts the same way — and we say there and then whether we have someone, including when we do not.
Some mandates
Mandates run by the executives of the network.
Venture capital fund5 months
The board started deciding with numbers on the table, not a vendor deck.
Insurer, agribusiness5 months
Risk assessment without depending on a field inspection.
Investment manager, litigation assets8 months
Screening that took days now takes minutes.
Real-time data management softwareFractional CRO
Forecast accuracy from 45% to 75%, with the sales plan delivered.
How it works
Selling an executive seat by the fraction forces you to solve three things the traditional model charges the client to ignore: proving what was done, keeping count of what was used, and getting through the first weeks — the most expensive ones — without turning them into a separate engagement.
No penalty and no minimum term.
If it stops making sense, it ends. People stay because it works, not because a clause says so.
The first hours are for understanding — and they are not billed apart.
No recommendation before the situation has been read: anyone arriving with the answer already written is selling, not deciding. And reading the situation is not a study invoiced before anything has been delivered — it sits inside the mandate, as part of it.
Unused hours roll over.
Whatever is not used in a month stays available the next one, within the agreed validity. You do not pay twice for capacity you never used.
When a month demands more, the extra capacity is yours.
A rollout, a due diligence, a turnaround: the extra capacity is authorised by you before it is used — and it reopens no negotiation.
An account of the work every month.
A statement of what was done, by whom and when, in a portal where you follow it and sign it off. No report to chase, no meeting to wait for.
The executive seat
The fraction your company fills
You pay for the part. You decide with the whole.
The rhythm is weekly and a mandate is measured in months, not sprints. Continuity is half the value: someone who arrives and leaves with each project never gets to know the company.
Tell us your situation
The first conversation is for understanding the problem and saying plainly whether a fractional mandate is the answer — including when it is not.