Fractional Leadership.
Senior leadership for a season, not a lifetime. COO, Chief of Staff and CFO seats.
Priced on the days a month, the seniority of the seat, and how much of the delivery team sits underneath it. We agree all three before anything is quoted.
Heavy at the start. Light by the end.
We build the structure, then hand it to someone cheaper to run. Senior input falls away as the operating model starts holding itself.
- Months 1–2Build
We lead.
Pivot Prime
Primary ownership: 8 to 10 days a month. Setting the operating model, building the team structure, owning the decisions.
Your team
Observing, learning the rhythm. Beginning to own the day-to-day tasks.
Pivot Prime involvement
- Months 3–4Transfer
We hand it over.
Pivot Prime
3 to 5 days a month. Coaching your lead, sitting in the critical decisions, closing the remaining gaps.
Your team
Running the day-to-day. Escalating where needed. Building confidence in the seat.
Pivot Prime involvement
- Month 5+Running
Your team runs it.
Pivot Prime
1 to 2 days a month. Available. Not required.
Your team
Full ownership. The operating model holds itself. Decisions are made without us in the room.
Pivot Prime involvement
Most businesses do not need a permanent executive. They need executive-level expertise for a defined season, then a much more junior lead running the day-to-day, with us available, not resident.
Three seats. Pick the one that is missing.
What the COO seat covers
The operating model, the weekly delivery, the team. For businesses where the work happens but nothing finishes predictably.
- Ownership of execution against an agreed plan, with weekly accountability
- The operating model, decision rights and operating rhythm
- Process design, SOPs and operational governance
- Supplier, cost and margin discipline
- Hiring, team structure and onboarding
- Dashboards and reporting, so decisions are made on numbers rather than instinct
- Managing the delivery team, whether that is your people or ours
What the Chief of Staff seat covers
Translates decisions into movement across functions, manages the priorities that collide, and keeps senior attention on what matters. For complex organisations where the strategy is right and cannot land on its own.
- Translating strategic decisions into work that actually moves
- Priority management across functions, and resolving the ones that collide
- Preparing the leadership team for the decisions ahead of them
- Chairing and running the operating rhythm: the meetings, the agendas, the follow-through
- Managing cross-functional programmes that have no natural owner
- Protecting senior attention, so the leadership team works on what only they can do
- Sitting in the meetings that matter, including board and investor conversations
What the CFO seat covers
Cash, runway and forecasting, collections, board and investor reporting, and readiness for the next round. For businesses raising capital, or where the founder feels the absence of a finance seat every week.
- Cash, runway and rolling forecasts
- Management reporting and the board pack
- Collections, credit control and working capital
- Pricing, margin and unit economics
- Fundraising readiness: the model, the data room and the numbers behind the story
- Budgeting, cost control and supplier terms
- Statutory reporting, audit and compliance coordination
Where it does not fit
A complex operation with 200 or more staff, several products and sites in multiple countries needs a permanent COO. A Chief of Staff seat only works where there is a leadership team to serve. And if the problem is one defined project rather than the way the business runs, you need a project manager, which costs less.
Almost every retainer begins with an Operational Clarity Audit, because we will not commit to owning outcomes in a business we have not properly diagnosed. The audit also tells us what the retainer needs to cover, which is why we scope it afterwards rather than before.
The CFO seat is the exception. Where the need is cash, reporting or an imminent raise, we can start there and diagnose alongside it.
Three-month minimum, reviewed quarterly. A meaningful part of the fee can be structured against agreed KPIs.
Find out which seat is actually missing.
A seat for a season, then a structure that holds without us in it. Tell us what is stretched and we will tell you which seat, and for how long.
Talk to us