By Will Killin
Define the job first
Write down the decisions, outputs and working relationships the role must own. “Improve governance” leaves too much unresolved. Specify decision rights, reporting and escalation. Establish whether the gap is judgement, practical capacity or specialist depth.
Compare the operating needs
A permanent hire may fit a continuing role requiring substantial capacity and organisational knowledge. Fractional support may fit a defined senior responsibility needing less capacity. A consultancy may suit a bounded project requiring several disciplines. These criteria do not settle every appointment.
Make constraints visible
An illustrative organisation needing recurring governance ownership and a one-off specialist assessment may need different arrangements for each. Compare scope, availability, handover, supervision and authority. Too little fractional capacity can leave the same gap with a new name.
Agree boundaries and exit
Set delegated authority, reporting, conflicts and a point for review. Embedded responsibility limits independence in subsequent assurance of that work; a separate reviewer may be needed. I would not recommend a fractional arrangement where a permanent owner and greater capacity are required.
If this question reflects your situation, explore Fractional Advisory or discuss the issue with me. You do not need to select a service first.