Capability architecture, leadership pipelines and coaching governance — on a fractional cadence. A standing role inside the organisation, held part-time, for companies that need the function decided properly before they need it staffed permanently.
What this organisation must be able to do in two years that it cannot do today, and what has to be built, bought or borrowed to get there.
Who is genuinely next, what stands between them and the role, and whether the pipeline is a plan or a list of names someone likes.
Who gets coached, on what basis, by whom, at what standard, and how anyone would know it worked. Most organisations buy coaching long before they govern it.
Where the budget goes, what it returns, and which long-standing programmes are running on momentum rather than evidence.
This is the reason the page exists. A fractional CLO is not a longer workshop and not a bigger coaching contract. It is a different seat, with different obligations.
| What it is | Who it serves | |
|---|---|---|
| Fractional CLO | A standing part-time role inside the organisation, holding the learning and capability function | The organisation, through its leadership |
| Corporate programme | A designed intervention delivered to a cohort, scoped from a stated problem | A cohort, and the sponsor who commissioned it |
| Executive coaching | A twelve-month one-to-one engagement in a confidential room | One leader |
Holding the CLO seat means advising the organisation on who should be coached and to what standard. Coaching those same leaders one-to-one would put both obligations in one pair of hands. Where an organisation wants both, the coaching goes to someone else — the same reason a directorship and coaching a director are never run into the same company at once.
Cadence, duration and fee are set per engagement against the scope above. They are agreed in the first conversation rather than published, because the shape of the seat differs by organisation.
Twenty-two and a half years running operations and delivery across pharma, knowledge services and global IT before the practice began — P&L ownership, an account rebuilt from the edge of client pullback, a team scaled from fifteen to a hundred and twenty-five. Then nine years inside coaching rooms watching where leadership pipelines actually break.
The published corpus sits behind the judgement rather than decorating it: six books and fifteen DOI-deposited papers, set out at Insights and Books. The fuller career record is at About.
A fractional CLO enquiry starts with what the organisation cannot currently decide or deliver, and a thirty-minute conversation. Choose Fractional CLO on the enquiry form so it is not read as a programme request.