Three ways in, one accountable team.
Market entry, a fractional operating or commercial seat, and commercialization once the entity is live. Take one track or all three. The same two Managing Directors run whichever you take.
combined
in the US
delivered
project value
Three ways we work with you
Take one track or all three. Most engagements start with the first and continue into the third.
Enter the US
Market sizing, competitive and regulatory diagnosis, entity setup, localization, hiring and channel build, through to a live, compliant, selling operation.
Typically 6 to 12 monthsFractional C-suite
An operating or commercial executive inside your team without the full-time hire. Open to international entrants and to US-based companies alike.
See how it works →Commercialize & grow
Positioning, pricing, distribution and revenue programs, run by the same people who built the entry plan rather than handed to a new team.
Ongoing engagementHow an engagement runs
Four stages, in order. Each one ends with something that exists rather than something that is recommended.
Diagnose
Market and competitive analysis, regulatory landscape, financial scenarios, and a go-to-market plan you can take to a board.
Localize
Entity formation, compliance, branding, and hiring through our partner ecosystem. You end this stage legally able to trade.
Go to market
Positioning and pricing, distribution and sales channel setup, marketing execution, and regulatory and legal support through launch.
Operate
We stay on as your local representation, running the operation, reporting on it and adjusting it as the market responds.
Two situations, one bench
Our market entry work is for companies coming into the United States. Fractional leadership is not restricted that way, it is available to any company that needs the experience without the headcount.
You are entering the US and need someone on the ground
A remote founder cannot run an American operation from another timezone, and a first local hire is a large bet made with the least information you will ever have.
- 01You have signed customers or funding but no US presence
- 02Your team is strong technically, thin commercially
- 03You need someone who can sit in front of a US buyer
- 04You are not ready to commit to a full-time executive salary
You are a US company short an executive right now
A search takes months. A gap in the commercial or operating seat costs more than the search does, and an interim generalist rarely knows your sector well enough to be useful quickly.
- 01A departure left a seat open mid-cycle
- 02You are pre-revenue and cannot justify the full salary yet
- 03You need launch or regulatory leadership for one program
- 04You are preparing for a raise or a board and need the bench to show
Seats we take
We take the seat rather than advise the person in it. That means decisions, accountability and a place on your org chart for as long as the engagement runs.
Fractional CEO
For a US entity being stood up, or a company between permanent leaders. Owns the plan, the team and the number.
Fractional COO
Builds the operating machine, process, vendors, compliance, reporting, so the company can scale past its founding improvisation.
Commercial lead
Positioning, pricing, distribution and the first sales motion. The seat most technically strong companies fill last and should fill first.
Launch leadership
Regulatory pathway, launch sequencing and market activation, particularly for diagnostics, devices and other regulated products.
Board & investor readiness
Getting the commercial story, the model and the governance into the state a US investor or acquirer expects to see.
A consultant recommends. An executive decides.
The distinction sounds like positioning until the first hard call has to be made. At that point it is the whole thing.
Advisory engagement
- Produces a recommendation you then have to implement
- Measured on the quality of the analysis
- Ends when the document is delivered
- Sits outside the company looking in
- Escalates decisions back to you
Fractional executive
- Owns the outcome the recommendation was about
- Measured on what the business actually does
- Ends when the seat is permanently filled or the goal is met
- Sits inside the company, on the org chart
- Makes decisions within an agreed mandate
How the engagement is set up
Cadence, mandate and duration are set per engagement rather than sold as a package. They depend on the seat, the stage and how much decision authority you want to delegate. The commercial structure is one of these.
Where we can take a seat credibly
A fractional executive is only worth having if they know the sector. We decline work outside these three.
Life sciences & biotechDiagnostics · Devices · CDMO
Commercial and launch leadership drawn from C-suite roles at GE Healthcare and Durin Life Sciences, including standing up a CDMO from registration through funded manufacturing.
TechnologyHardware · Proptech · Platforms
Operating leadership through national scale-up and regulatory disruption, where the model had to change without losing margin or service quality.
AI & digitalApplied AI · Data products
Enterprise go-to-market, pricing and positioning for teams whose product is ahead of their commercial function.
When this works, and when it does not
Fractional leadership is the wrong answer often enough that it is worth saying so before you book a call.
Worth the conversation
- You need senior judgment on a specific problem with a defined horizon
- The seat matters more than the seat being full-time
- You want someone accountable rather than someone advising
- Your sector is one of the three above
- You can give real decision authority rather than a review role
Probably not us
- You need forty hours a week of executive presence, in which case hire someone
- You want a name on a deck rather than someone doing the work
- The problem is engineering or research rather than commercial or operating
- Your sector sits outside technology, life sciences and AI
- The mandate would be advisory only, which is a different engagement
Tell us which seat is open
A short conversation is usually enough to tell whether a fractional executive is the right answer, and we will say so either way.