Fast got you here. Fast will not hold.
The team ships quickly and argues productively. Past a certain size that stops being a system and starts being a risk.
What gives way first
The strain shows here first:
Decisions queue behind the CEO
The company has outgrown one person's calendar.
Two time zones, one company
Israel and the US each run well. The seam between them does not.
Reporting trails the business
The board sees a company that has already changed shape.
The next round expects a different company
Later investors want process, reporting and a board that tests the plan.
A fractional executive has been through this stage with another company. They build the structure, test that it holds and leave the team running it.
Who this is for, and who it is not
Best for
- Companies that have outgrown founder-led informality but cannot yet fund a full C-suite
- Finance functions that need to become board and investor grade
- Revenue still riding on founder relationships rather than a repeatable engine
- Teams and culture straining as headcount climbs past what informal management holds
- Leadership gaps that would stall growth if left open for a full hiring cycle
Not for
- Early startups still searching for product-market fit
- A single function a ready full-time executive should already own
- Businesses wanting advice on a deck rather than an operator in the work
- A one-off project better suited to a specialist contractor
When speed stops being enough
A scale-up gets someone who has run the next stage before, for part of the week.
Scope that keeps up
We revisit the scope as headcount grows, so the engagement keeps up with the company.
The collective behind one executive
The rest of our collective of 800+ is on call, so a finance question that turns out to be about go-to-market finds its answer.
If someone moves on
Good people get offers from the big R&D centres. If yours accepts one, the handover and the replacement search are ours to run.
Matched on fit, not on a CV
The leader who got you to fifty people is rarely the one for two hundred, so we match on stage and temperament as much as sector.
From diagnostic to infrastructure that scales with you
Our process runs at the pace of a scaling company, not a hiring cycle.
Scale diagnostic (weeks 1–2)
Map the current state: operational stress points, financial infrastructure gaps, commercial engine gaps, people risks.
Engagement design (weeks 3–4)
Design the right fractional leadership configuration, which roles, what scope, what priority sequencing.
Infrastructure build (month 1–3)
Fractionals embed: operational systems, financial infrastructure, commercial engine design, people frameworks.
Adapt to the growth (ongoing)
As you grow, we adjust the configuration. The goal is always the right leadership for the current phase.
What changes in the first 90 days
A scale-up engagement is judged on what moves early. These are the shifts a fractional operator is there to make.
The scale-up leadership stack
Each role below owns a different part of the scale-up: finance, operations, commercial, people or technology.
Leaders who have scaled
