DESIGNED SCALE
Ways to work together

Four ways to work together.

I work in four formats. The difference is mainly the amount of operating ownership, continuity and time the situation requires.

Fractional commercial leadership

Best when the company needs ongoing executive ownership but a permanent full-time hire is not yet the right answer.

What it can include
  • CRO, CCO or CMO-level ownership
  • Sales + marketing leadership when the mandate fits the available capacity
  • Operating cadence with the CEO and leadership team
  • Strategy, team leadership, decisions and execution
Typical shape

A defined monthly capacity with live availability spread through the operating week, plus flexible work outside those windows. Usually starts with a three-month commitment.

Interim leadership

Best when the company needs more intensive operating ownership through a transition, executive gap or commercial reset.

What it can include
  • Near-full-time executive leadership
  • Stabilizing a team or forecast
  • Redesigning the commercial model
  • Hiring or transitioning to the permanent leader
Typical shape

A concentrated two-to-six-month mandate with clear executive authority and a defined transition objective.

Strategy + GTM projects

Best when there is a consequential problem with a clear enough boundary to solve directly.

Examples
  • Growth strategy / GTM reset
  • Commercial operating model
  • Positioning, packaging and pricing
  • New-market or product commercial readiness
Typical shape

Usually four to eight weeks, scoped around decisions, deliverables and implementation choices rather than billable days.

CEO + board advisory

Best when the executive team owns the work but wants experienced outside judgment on high-leverage decisions.

What it can include
  • Growth and market choices
  • Commercial model and organization
  • Executive problem-solving
  • Board or investor preparation
Typical shape

A small number of working sessions each month plus light asynchronous support.

Working principles

What clients can expect.

Start with diagnosis.I want to understand where the constraint sits before proposing work.
Work across functions.An engagement may involve product, sales, marketing, operations and strategy at the same time.
Turn strategy into decisions.Good strategy should change priorities, resource allocation and execution.
Build for the team that remains.The company should be able to run the system after the engagement ends.
Pricing and exact capacity are discussed after the problem and mandate are clear. That keeps very different situations from being packaged as though they were the same engagement.
Choosing the format

If you are unsure, describe the situation.

I will tell you how I think I could be useful and what level of involvement it would require.

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