INTERIM & FRACTIONAL EXECUTIVE LEADERSHIP
Experienced leadership when performance needs to move.
I step in when growth has stalled, change needs ownership or a leadership gap is slowing the business down.
Interim or fractional Chief Marketing Officer (CMO), Chief Commercial Officer (CCO) and Chief Growth Officer (CGO). CEO and Managing Director roles where the business and responsibilities fit.
Responsibility through a period of change.
A stronger route to revenue as the sales model changed.
I led digital channels, CRM and the marketing mix, bringing sales and marketing together around weekly funnel reporting.
Website share of leads rose from under 5% to over 20% within 12 months.
Better trading today. A platform for future acquisitions.
I led changes to product and pricing mix, merchandising, the commerce platform and product data at an industrial parts business.
Gross margin improved by 6.3 percentage points year on year, alongside a platform built to support future acquisitions.
I take responsibility for the agreed remit and team, work with the board and get involved in the decisions and detail needed to improve performance. You can bring me directly into an interim or fractional leadership role.
FROM EXPERIENCE
GROWTH THROUGH CHANGE
PROFITABILITY AND SCALE
WHEN THE BUSINESS CANNOT WAIT
The requirement usually starts
with a point of pressure.
01
A leadership gap
Important decisions and delivery are slowing while the business waits for a permanent appointment.
02
Stalled performance
Growth has slowed, commercial performance is unclear or the current plan is no longer producing enough momentum.
03
Unclear accountability
Teams are working hard, but priorities, ownership and the measures that matter are not sufficiently aligned.
04
Urgent senior capacity
A transformation, acquisition or period of change needs experienced commercial leadership in place quickly.
FROM THE OUTSET
Establish control.
Then build momentum.
The immediate priority is to establish control, identify what is restricting progress and turn the right decisions into action.
1.
Clarify the immediate priorities, risks and decisions.
2.
Get beneath the symptoms and identify what is restricting performance.
3.
Agree the commercial priorities, ownership and measures that matter.
4.
Work directly with the team to put decisions into action and make progress visible.
SELECTED EXPERIENCE
Experience that translates
into outcomes.
£78m
B2B online revenue growth
£3m+
Net annual cost savings
£20m
EBITDA improvement agenda
Revenue grew from £27m to £105m in 18 months.
A phased development-team transition, with savings net of the new team’s costs.
Sales transformation spanning pricing, customer win-back and sales support.
A CLEAR STARTING POINT
Start with what is happening.
You may have a clear brief, or simply know that performance needs to improve.
UNDERSTAND
Send a short outline.
Tell me what is happening, where you need help and any timing pressure. I will get back to you to arrange a call.
AGREE
Set the scope and responsibility.
We agree the scope, responsibilities, timing, fees and how progress will be measured before work starts.
DELIVER
Turn the priorities into action.
I can lead the work, support your team or give them a plan to take forward themselves.
BEFORE WE SPEAK
Questions I am often asked.
A CONVERSATION WITH JAMES
Start with what
needs to move.
Tell me what is happening, what needs to change and any timing pressure. You will speak directly with me.