The company has outgrown the team that built it.
Growth hides problems until it stops. The processes, the managers and the reporting that carried you to this size will not carry you to the next.
Where scaling Dublin companies get stuck
The same few things slow companies down once they pass the first hundred customers:
First-time managers running important teams
People promoted for being good at the job are now responsible for other people doing it.
Reporting built for the founder
It tells one person what they need to know. Boards, investors and parent companies need something different.
Hiring faster than onboarding
Headcount doubles, culture thins and the best early people start looking elsewhere.
The multinationals hire your best people
A tight Dublin labour market means every senior vacancy takes months and costs more each time.
A fractional executive brings the discipline of a company that has already scaled, without waiting for the permanent hire. They set the structure, coach the managers and leave the company running better than they found it.
Who this is for, and who it is not
Best for
- Companies that have outgrown founder-led informality but cannot yet fund a full C-suite
- Finance functions that need to become board and investor grade
- Revenue still riding on founder relationships rather than a repeatable engine
- Teams and culture straining as headcount climbs past what informal management holds
- Leadership gaps that would stall growth if left open for a full hiring cycle
Not for
- Early startups still searching for product-market fit
- A single function a ready full-time executive should already own
- Businesses wanting advice on a deck rather than an operator in the work
- A one-off project better suited to a specialist contractor
Keeping pace with a scale-up
A Dublin scale-up rarely looks the same two quarters running. We stay in the engagement so the brief changes when the company does.
The brief, revisited
Every quarter we check with you that the brief still describes the company, and redraft it when it does not.
Help beyond one function
A US expansion or a first acquisition will throw up questions beyond one function, which your executive can bring to peers across our collective of 800+.
From fractional to permanent
Once the seat needs a full working week, or your executive moves on, we handle the transition and any new search from the brief we started with.
Chosen for the stage
We match on stage and pace. A manager from a large multinational can find a fast-growing Irish company short of the support they are used to.
From diagnostic to infrastructure that scales with you
Our process runs at the pace of a scaling company, not a hiring cycle.
Scale diagnostic (weeks 1–2)
Map the current state: operational stress points, financial infrastructure gaps, commercial engine gaps, people risks.
Engagement design (weeks 3–4)
Design the right fractional leadership configuration, which roles, what scope, what priority sequencing.
Infrastructure build (month 1–3)
Fractionals embed: operational systems, financial infrastructure, commercial engine design, people frameworks.
Adapt to the growth (ongoing)
As you grow, we adjust the configuration. The goal is always the right leadership for the current phase.
What changes in the first 90 days
A scale-up engagement is judged on what moves early. These are the shifts a fractional operator is there to make.
The scale-up leadership stack
Each role below owns a different part of the scale-up: finance, operations, commercial, people or technology.
Leaders who have scaled
