Three ways to find the right seat
Browse by the practice you need strengthened, the challenge you're facing, or go straight to a named seat. All six are built the same way: a seasoned operator in the chair, our delivery bench behind them. Structure and delivery come first — AI is one of six seats, not the reason the other five exist.
Four disciplines, reconciled — not averaged
Every engagement is stress-tested through all four lenses before a recommendation reaches you. Where they disagree, we say so and give a reconciled view — not a blended compromise.
Business & Operating Model
Target operating models, business cases, benefits realisation, change and adoption, board-level commercial judgement.
Technology & Data
Enterprise architecture, platform modernisation, legacy estate rationalisation, integration, data architecture, build-vs-buy, delivery risk.
AI & Automation
AI roadmaps, model and tooling selection, governance, the gap between AI demos and production-grade workflows — where AI is genuinely the right lever.
Procurement & Supply Chain
Category strategy, supplier and contract negotiation, source-to-pay, supply chain resilience, third-party and AI-vendor commercial risk.
What's actually in front of you right now?
Six challenges, mapped to six seats. Only one of them is about AI.
Scaling without structure
Informal coordination worked at the last stage. It won't work at this one. This is an operating model problem, not a headcount one.
See the COO seat
Ageing technology estate
Technical debt compounds. Every quarter without a senior technical owner is a quarter the rebuild gets more expensive.
See the CTO/CDO seat
Fragmented, unintegrated data
Six systems that don't talk to each other isn't a data strategy — it's a standing tax on every initiative that touches data.
See the Chief Data Architect seat
Infrastructure & security exposure
Nobody at board level can say confidently who has access to what, or what happens if a core system fails tomorrow.
See the CIO seat
Supply chain & vendor risk
Concentrated suppliers, unmanaged category spend and unreviewed contracts are board-level exposure hiding in an admin function.
See the Procurement seat
No board-level AI owner
Where AI genuinely is the right lever, investment without a named owner is the single most common reason the spend gets written off.
See the Fractional CAIO seatSix seats. Full detail on each.
Deliberately excluded for now: Fractional CFO, CMO and CHRO. Well-served elsewhere in the market, and outside where we currently have named delivery depth. We'd rather have six seats we can stand behind than nine we can't.
Fractional COO / Transformation Director
Operating model design, benefits realisation and change discipline for a business that has outgrown informal coordination but doesn't need a full-time COO yet.
- Target operating model ownership
- Benefits realisation & programme governance
- Cross-functional ExCo coordination
- Change & adoption oversight
Fractional CTO / CDO
Technology strategy, architecture direction and build-vs-buy judgement for a business with a growing estate and no senior technical voice at the table.
- Architecture & platform roadmap ownership
- Build-vs-buy & vendor selection calls
- Data strategy & governance direction
- Technical due diligence (M&A, investment)
Fractional Chief Data Architect
The technical blueprint for the data estate itself: platform architecture, integration and quality engineering. Distinct from the CTO/CDO's strategic remit.
- Data platform & integration architecture
- Data modelling & quality standards
- Pipeline & engineering oversight
- Technical foundation for analytics & AI
Fractional CIO
Deliberately distinct from the CTO seat: internal IT, infrastructure, security posture and systems operations — not product or engineering build.
- IT infrastructure & systems ownership
- Cyber & data protection posture
- ERP / core systems governance
- IT vendor & contract oversight
Fractional Head of Procurement & Supply Chain
Category strategy, supplier negotiation and sourcing governance. Named for what the market actually calls this role — not force-fitted into a "CPO" label.
- Category strategy & supplier consolidation
- Agile sourcing sprints, delivered by our bench
- Contract & vendor risk governance
- Third-party AI-vendor commercial review
Fractional Chief AI Officer
Board-level AI judgement, governance chairing and vendor stewardship for organisations that need direction before headcount. Our founding seat, and the proof of the model.
- Board & ExCo AI advisory
- AI governance committee chair
- Strategy refresh & roadmap stewardship
- Vendor & partner oversight
The seat scopes the work. The bench delivers it.
That's the whole difference between us and a placement service. Read the full Approach →
Not sure which seat you need?
Most people aren't, until we've talked through it. Fifteen minutes, no pressure.