Embedded senior capability
Fractional Advisory
How do we get the senior capability we are missing?
I take on agreed senior responsibilities and capacity within your operating arrangements, with authority and accountability made explicit.
When this is useful.
There is a defined gap in senior governance or delivery capability, and work needs sustained ownership within the organisation.
When another approach may fit
A permanent, full-capacity role may be the better answer. A need for independent external challenge alone fits Counsel more closely.
The decision this supports
Clear ownership of an agreed area of work, practical outputs and a considered handover or review of the arrangement. The work cannot guarantee commercial success or remove uncertainty.
What I do and what you receive
- Define the remit, capacity, reporting line and decisions I can and cannot make.
- Carry out the agreed responsibilities within your governance and operating arrangements.
- Document decisions, progress, dependencies and the handover required when the arrangement ends.
You provide an accountable sponsor, relevant records and access to the people needed for the agreed work. We agree exclusions, evidence access and who can use the findings before starting. Additional work needs an agreed change of scope.
An illustrative output
Illustrative output: a responsibility schedule identifying decisions, delegated authority, reporting, dependencies and handover expectations. This is not a claim about a previous fractional appointment.
Scope, timing and fees
An agreed capacity-based monthly arrangement is proposed.
Scoped proposal; fee agreed before work begins. Plus VAT where applicable.
Required capacity, responsibilities, decision authority and integration with existing teams shape the proposal. Timing depends on the agreed work, evidence access, stakeholder availability and dependencies. The proposal sets out inclusions, exclusions and arrangements for changes; no standard turnaround is promised.
Can embedded work still be independent?
I can exercise independent judgement, but an embedded role has responsibilities inside the organisation. Separate assurance of that work needs a suitably independent reviewer.
What if the evidence changes the scope?
I explain what has changed and its implications. We agree whether to revise the work, obtain further evidence or stop before making further commitments.
Read before deciding
Should we appoint a fractional governance adviser, hire permanently or commission a consultancy?Also consider Independent Counsel: ongoing independent advice and challenge.
Discuss your situation