ENGAGEMENT MODEL · FRACTIONAL COO
Strategy Is Only
Half The Job.
Most businesses do not fail from a lack of ideas. They fail because nobody owns the execution.
There comes a point where advice is not enough. You need someone senior inside the business, making decisions, holding suppliers to account, running the numbers and answering for what happens next.
The Gap Between Knowing And Doing.
You have the strategy. You may have paid for it. What you do not have is the senior bandwidth to run it, because the founder is already doing three jobs and the team is executing without anyone owning the commercial outcome.
A full-time COO at this level costs six figures before equity and benefits, takes three to six months to hire and carries real risk if the fit is wrong. Most businesses at this stage cannot justify it, so the role simply goes unfilled and the strategy stalls.
A fractional COO closes that gap. Same seniority. Same accountability. Same commercial network. For the days you actually need.
Three Ways To Solve It.
Only one of them gives you seniority and accountability without the permanent cost.
| Full-Time COO | Consultant | RYYZZE Fractional COO | |
|---|---|---|---|
| Cost | Six-figure salary, equity, benefits, national insurance | Project fee | Monthly retainer, scaled to stage |
| Time to start | Three to six month hire process | Days | Weeks |
| Accountability | Owns the outcome | Advises, then hands over | Owns the outcome |
| Commitment | Permanent, with notice period | Fixed project scope | Monthly, scale up or down |
| Commercial network | Whatever they bring | Varies | Active across UK, USA, Europe, APAC |
What I Take Ownership Of.
Not a consultant handing over a deck. An operator with skin in the game.
Commercial Strategy And Delivery
Ownership of the commercial plan and, more importantly, ownership of whether it actually gets executed.
Operational Structure And Performance
Process, reporting lines, accountability and the performance management that makes a growing team function rather than firefight.
Supplier, Distributor And Retail Negotiation
Sitting on your side of the table with people who negotiate for a living, and knowing what good terms look like before you sign them.
AI Built Into Operations
AI integrated as infrastructure rather than as an experiment. Where it removes cost and time, and equally where it does not.
Board And Investor Reporting
The numbers, the narrative and the commercial answers, prepared to the standard the room expects.
Access To Active Networks
Twenty years of live relationships across the UK, USA, Europe and APAC. Doors that take most businesses years to open.
How It Works.
No long discovery phase. You need momentum, not a diagnostic.
First 30 Days
Diagnose And Stabilise
I go deep into the business, the numbers, the team and the market. By the end of the first month you have a clear picture of what is working, what is broken, what is costing you money and what the priority order is. Anything urgent gets fixed in this window rather than added to a report.
Days 30 to 90
Build And Execute
The commercial plan is built and, critically, started. Structure, process and reporting go in. Supplier and partner conversations begin. You should see the first tangible commercial movement inside this period.
Ongoing
Own And Scale
I stay accountable for delivery against the plan, report to you or your board on a set rhythm, and scale the commitment up or down as the business changes. When the business is ready for a permanent hire, I help you find and hand over to them.
Who This Is For.
- +Founder-led businesses scaling faster than their infrastructure
- +Brands entering a new market without the team to run it
- +Businesses between leadership hires who cannot afford to lose momentum
- +Boards who need a commercial operator rather than another adviser
- +Companies with a strategy on paper that nobody is executing
Who This Is Not For.
- ×Businesses looking for the cheapest option rather than the right one
- ×Founders who want a report rather than someone making decisions
- ×Companies wanting an implementer without the authority to change anything
Currently Operating At This Level.
Currently serving as COO of TurnKey Beauty in California, working alongside the founder to drive international growth, whilst leading RYYZZE.
Twenty years in senior commercial roles across retail and consumer goods, including No7, Boots, Walgreens Boots Alliance, Elemis and NEOM. Selected client work spans Joss Stone, Le Luxor, Dr Kinsella Skincare, Marley One, Cannadips, Kiyah Wright and more.
SEE SELECTED CLIENT WORK →Questions You Are Probably Asking.
How is this different from consultancy?+−
A consultant tells you what to do. A fractional COO does it. Consultancy ends with a recommendation and a handover. This engagement ends when the outcome is delivered or your business is ready to bring the role in-house. The accountability sits with me either way.
How much time do you actually give the business?+−
The commitment is agreed upfront and set against what the business genuinely needs, typically a defined number of days per month with agreed availability between them. It is fixed, written down and reviewed as things change, so you always know what you are getting.
What does it cost?+−
Retained monthly, with the fee set against the scale and stage of the business and the commitment agreed. It is a fraction of the cost of a full-time hire at this level, with no equity, notice period, national insurance or recruitment fee attached. Exact figures are agreed after the first conversation, once the scope is clear.
How long is the commitment?+−
Monthly retainer with an agreed initial term, then rolling. Most engagements run six months or longer because operational change takes time to compound, but you are not locked into a multi-year contract.
Do you work on site or remotely?+−
Both. Remote as standard with on-site time built in where the business needs it. Networks and delivery span the UK, USA, Europe and APAC, so location is rarely the constraint.
You already hold a COO role. How do you have capacity?+−
I take on a limited number of fractional engagements at any one time, specifically so that each one gets genuine senior attention. If capacity is not available, I will tell you in the first conversation rather than stretch and underdeliver.
What happens when we are ready to hire a permanent COO?+−
That is a good outcome, not a lost client. Part of the role is building a business that can eventually carry the function in-house. I help define the role, support the hire and hand over properly.
READY TO RISE?
One Conversation
Will Tell Us Both.
Thirty minutes is usually enough to establish whether your business needs a fractional COO, a defined project, or something else entirely. If it is not the right fit, I will say so.
I take on a limited number of fractional engagements at any one time.
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