Consulting & Fractional Support
Consulting and fractional support for when you need more than advice
I work with B2B companies that need someone who understands both the tech and the business – and can turn AI, product and go-to-market ideas into things that actually ship.
Who I work with in a consulting or fractional role
I’m a good fit when you:
- Are building or scaling a B2B product or service
- Are being asked “what’s our AI strategy?” and “how do we do more with less?”
- Need help connecting what’s possible technically with what makes sense commercially
Typically that looks like:
Founding teams and CEOs
You’re responsible for the whole picture and need a senior partner who can look across product, marketing, operations and AI – then help you prioritise and execute without adding another full-time executive.
Heads of function and leadership teams
You run marketing, product, operations or a related area. You can see the opportunities, but you need support to design and implement a new way of working, and to translate that clearly to your team, peers and board.
Two main ways to work together
Project-based consulting
Focused, time-bound engagements to tackle a clearly defined problem or opportunity. Examples include:
- Making sense of where AI belongs in your product and go-to-market
- Redesigning a messy end-to-end process (for example: lead → opportunity → customer → renewal)
- Clarifying your positioning, narrative and offers in a noisy market
- Choosing and connecting tools so your stack behaves like a system, not a pile of logos
Most projects run for 4–12 weeks with:
- A clear brief and success criteria
- A cadence of working sessions with you and your team
- Tangible outputs you can use immediately – not just a slide deck
Fractional leadership
A part-time senior operator embedded with your team – usually 1–3 days a week – to own and drive a slice of your product, marketing or AI/automation agenda.
Typical scenarios:
- Acting as a fractional product / marketing / AI lead while you hire a permanent leader
- Standing up your first serious experiments with AI in your workflows and customer experience
- Building a simple “operating system” around growth: goals, dashboards, rituals and feedback loops
- Helping a skilled but overstretched leader turn intent into a concrete, prioritised plan
The aim is to make progress and build internal capability, not create long-term dependency on me.
What I help you do
This is where the translation from “cutting-edge tech” to “business moves” actually happens. In most engagements we’ll touch several of these areas:
Product & services
- Clarify what you’re really building and who it’s for
- Turn market and customer insight into clear product bets
- Simplify and strengthen how you package and position your offers
Marketing & go-to-market
- Tighten positioning and messaging so the whole company can repeat it
- Design a joined-up go-to-market system: brand, demand, ABM, outbound
- Build feedback loops between sales, marketing and product so decisions are grounded in reality
Business processes & “how work happens”
- Map key workflows around revenue and delivery in plain language
- Remove unnecessary steps, hand-offs and internal theatre
- Put in just enough structure for things to be repeatable without slowing you down
AI & automation
- Separate hype from useful reality in your specific context
- Identify high-leverage use-cases where AI can augment or automate work
- Choose tools and design workflows so people and AI support each other rather than fight each other
Throughout, my job is to translate: to turn technical possibilities into options, trade-offs and plans that founders, leaders and teams can actually act on.
How engagements typically run
You don’t need another vague “transformation programme”. You do need clarity and rhythm.
A typical engagement looks like:
- Discovery and framing
- Short, focused conversations with you and key people
- A written summary of where you are, the key constraints, and the outcomes that would really matter
- Design and decisions
- Clarifying the options in front of you in plain business language
- Making decisions about what to do now, next and later
- Defining simple artefacts: narratives, principles, workflows, dashboards
- Implementation and iteration
- Working alongside your team to put changes into practice
- Adjusting based on what we learn – not clinging to a plan for its own sake
- Documenting enough so the new way of working survives after I’ve stepped back
Whether it’s a project or a fractional role, we’ll agree up-front:
- What success looks like
- How we’ll work together week-to-week
- How we’ll know when we’re done
What it’s like to work with me
People usually work with me because they want someone who can talk in detail about the tech and still make sense to the board.
You can expect:
- Straight talk, no jargon for its own sake
I’ll push for simple language and shared understanding, even when the underlying tech is complex. - Hands-on collaboration
I’m happy to get into the detail with your team – whiteboards, docs, workflows – not just give you a list of things to do. - Bias to practical progress
We will write things down, but the focus is on decisions, experiments and behaviour change, not big-bang decks. - Constructive challenge
If something doesn’t make sense, I’ll say so. Then we’ll work together to find a clearer, more coherent path.
Getting started
If this sounds useful, the first step is a short call to understand where you are, what you’re aiming for and whether I’m the right fit.
If I’m not, I’ll say so – and if I am, we’ll agree a clear, time-bound way to start.