Fractional executive advisory
Senior leadership counsel, part-time and clearly defined.
Part-time counsel through Synergy Consulting: a consistent presence alongside the founder or chief executive as leadership, people and culture need to keep pace with growth or transition.
Can we get senior leadership counsel without adding a full-time executive?
Who this is for
- Founders and chief executives who need experienced counsel more often than a board allows.
- Organisations in a growth phase where structure and leadership must mature quickly.
- Companies in transition: new leadership, integration, restructuring or succession.
- Leadership teams that need alignment before the next stage of scale.
Situations in which the work can help
- Leadership effectiveness: how decisions are made, communicated and followed through.
- People development: building managers, clarifying roles and strengthening the bench.
- Culture: naming the behaviour the organisation actually rewards, and adjusting it.
- The human dimensions of change, where plans are sound and adoption is the risk.
- Executive alignment, so the leadership team pulls in one direction visibly.
What the engagement involves
An agreed remit. A consistent working rhythm.
A defined remit
What I am responsible for, and what remains with your executives, is written down before we start. Advisory and consulting, not a shadow management line.
Agreed availability
A set rhythm — for example a number of days each month, standing sessions with the chief executive, and an agreed response window between them.
Working with your team
Sessions with the leadership team, individual coaching where agreed, and practical work on structure, roles and accountability.
Clear boundaries
Decision rights and operational responsibility stay with your executives. Where work falls outside my remit — legal, financial, technical — it is referred to agreed specialists.
What the work aims to support
These are the areas the work can support. The emphasis depends on your priorities and the situation you are leading through.
- A leadership team that is clearer on priorities, roles and decision rights.
- Managers developing at the pace the organisation is growing.
- Culture and behaviour that support the strategy rather than quietly undermining it.
- Change carried by the leadership group rather than by the founder alone.
- Fewer decisions bottlenecked at the top.
How progress is reviewed
We establish the priorities for the period, the working rhythm and who needs to be involved.
At regular intervals — commonly quarterly — we consider progress, changing needs and whether the engagement should continue, adjust or close.
Individual coaching conversations within the engagement remain confidential; reviews with the sponsor cover agreed themes and organisational progress.
Next step
A complimentary initial conversation about your priorities and fit.
Tell me where the organisation is and what is straining. If a fractional remit is the right answer, I will explain what I could contribute; if it is not, I will say so.