Do you feel you’re missing a manager with C-level experience?
Your company is growing. More and more issues requiring C-level decision-making maturity land on your desk — because there’s no one else to delegate them to.
Hiring someone full-time makes sense, but not yet: it’s too early for such a cost jump, and there’s too little time for a proper recruitment process.
And so, the founder becomes the default C-level for everything.
More exhausted with each passing month. Less effective each month where they truly should be.
Experience doesn’t have to require a full-time position
Imagine having someone who takes responsibility for a specific area. Without building a full-time position and without adding another layer of management for you.
Decisions in this area no longer come back to you after every step. You have space for what you are irreplaceable at. And the company continues to grow — without a costly jump that would blow your budget.
If you feel you could scale faster if one of your areas had a permanent owner with the right experience today, but not on a full-time basis — then you’re in the right place.
Fractional COO, CFO, or another role?
Many founders, reaching the point where they need C-level support, start by asking: “Do I need a COO or a CFO?”. This is natural — these are the categories the market knows.
But with fractional management, it’s worth starting with a different question. What does the company need most, here and now?
Sometimes it will be someone who handles finance and operations simultaneously. Sometimes someone who will be a strategic sparring partner for the founder. A right hand who will relieve them of cross-cutting issues that no one else on the team can truly take responsibility for.
The role name is secondary. What’s important is that the scope is clearly defined. And that it reflects the stage the company is at, not a templated job description.
Fractional management — real responsibility for results
I work as a fractional manager in a model that is not limited to a single function. I can step in as a fractional COO or CFO, but also as a C-level generalist — someone who takes responsibility for cross-cutting issues that are too broad for one department and too important to be left without an owner.
This is not consulting or advising from a distance. It’s a real assumption of responsibility for an area within an agreed scope — with the aim of either transferring it further within the structure over time, or preparing the organization for a full-time C-level manager.
Why work with me?
For years, I was the right hand of a serial founder and investor for special assignments. The person to whom issues that were too broad, too complex, or too unusual to fit into the existing structure were directed. This experience taught me how to quickly recognize what a company truly needs. And also how to organize work to deliver what’s necessary without overburdening the founder.
I don’t replace specialists. I create space for them to effectively do what they do best.
Because often a small intervention is enough to significantly increase speed.
What’s next
If you feel you could use a right hand, but it’s too early for a full-time position — let’s talk.
And if you want to see how I think about scaling a company and the founder’s role, check out the Founder 2.0 series in Polish or English.