Service
Fractional head of performance
Senior performance leadership one to three days a week, without the permanent hire. I run the channel strategy, hold agencies to account, own the reporting your board actually reads, and build the measurement and automation that outlasts me.
I have sat on both sides of the table: agency-side up to global activation lead across 20+ markets, and in-house leading acquisition through a difficult trading period, reporting directly to the CEO. I know how agencies work from the inside, which is precisely what makes the oversight effective.
The automation stays when I go: audit and monitoring scripts, daily sales heartbeats and exception-only alerts that keep watching the account after the engagement ends.
What this looks like
- —A weekly rhythm: trading review, priorities to the agency in writing, and a report that states actions, not just movements
- —Agency governance: evidence-led sessions, written recaps, change approval, and testing roadmaps with isolation so results mean something
- —Board and leadership reporting built around the questions they actually ask: target versus actual, why the numbers moved, what is being done and when it lands
- —Hiring and structure advice when the time comes to bring capability in-house
Common questions
- Is this a stepping stone to replacing our agency?
- No. The job is to make whoever executes, agency or in-house, perform and prove it. Recommendations about structure only ever follow from the evidence.
- How long do engagements run?
- Typically three to twelve months. The healthiest version ends with me handing a well-instrumented account to a strong in-house lead.