Start with the problem
A company that cannot see its cash position clearly does not automatically need a full-time CFO. Another business may be complex enough to need one very soon. The difference becomes clearer when leaders describe the decisions ahead, the work to be led and how often someone needs to be there.
- What should be different in three to six months?
- Which decisions can this leader make?
- Who in the business will work alongside them?
More than advice
An adviser offers a view from outside. A fractional executive may take responsibility for priorities, delivery and follow-up inside the organisation. Agree on the details: a title alone will not tell you whether someone leads a team, owns a budget or prepares a board decision.
- Authority and boundaries
- Time and availability
- Milestones and reviews
When it works
Fractional leadership works well when the need is important but changes over time: ahead of funding, while scaling operations or when building a new function. It can also bridge the gap before a permanent hire. If the work needs daily decisions, extensive people management and a constant presence, a full-time role may be the better fit.
- Set the time around the work, not a preset package
- Plan the handover and internal capacity early
- Review both the results and whether the arrangement still fits
Where to begin
Write down what needs to change, when it should happen and who will make the decisions. That is enough to start a conversation. Get Fractional can help define the role and identify leaders with relevant experience and availability.