A COO's grip.
A fraction of the cost.
For businesses between roughly £2m and £50m turnover, the maths on a full-time COO rarely works. The need doesn't go away because the maths is awkward.
Diagnostic. Plan. Delivery.
Diagnostic
Two to three days inside the operation: numbers, floor, team, customers. You get a written view of what's working, what's leaking and what to fix first. Useful even if we never work together again.
30-60-90 plan
Priorities, owners, cadence and governance agreed with you and the board. Days per month fixed in advance, typically two to eight, with costs agreed before we start.
Delivery and reporting
Embedded leadership on the agreed cadence: leading the team, unblocking decisions, holding the number, reporting to the board monthly. Exit criteria are defined from day one. The job is to make myself unnecessary.
Run the comparison on your own numbers.
A fractional COO typically runs at a fraction of the fully-loaded cost of the equivalent full-time hire once you count salary, employer NI, pension, car, bonus, the recruitment fee and the notice-period risk.
The calculator does that comparison properly. Then we talk specifics.
Fractional vs full-time calculatorThree situations, one answer.
Scaling owner-managers
Businesses growing past the point where informal management works, where the founder has become the bottleneck they never wanted to be.
PE portfolio companies
Operational grip between deal and exit: value creation plans delivered on the floor, not just presented at board.
Sudden gaps
A departure, illness or growth spike that can't wait twelve weeks for a search. Senior cover within days, with a proper handover built in.
Book the diagnostic conversation.
Twenty minutes to establish fit, scope and honest cost. No obligation either way.
Book a call