CXO Services
A seat, filled. Not a report about the seat.
A seat means one to three days a week, or full attention for a fixed window. It means owning real deliverables on a named date: the forecast, the S&OP cadence, the supplier negotiation. You get an operator inside your systems and in your meetings, not an adviser sending recommendations from outside.
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Inside your systems
Your ERP, your planning tool, your general ledger. We work in the environment your team works in, on your data, so what we produce is something they can keep running.
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In your meetings
The weekly business review, the supplier call, the board pack. Executive coverage is a cadence, not a deliverable, and it only counts if the person is in the room.
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Owning the deliverable
A named artifact on a named date, guided end to end. We do not hand you a framework and leave the building of it to a team that is already at capacity.
Ways to Engage
Four shapes. Height is how much of your week, length is how long.
Fractional. A recurring commitment, typically one to three days per week, for as long as the function needs it. Executive judgment on your team without a full-time salary, an equity grant, or a six-month search.
Interim. Full attention on a seat that is empty now, for a defined window: a departure, a transaction, a turnaround, or a system cutover that cannot wait for a permanent hire. It ends the day your permanent leader walks in.
Full-time placement. When the role should be permanent, we help define it, help identify candidates, and stay through onboarding so the handoff holds. The short block is ours. The outlined block is yours, and it is the point of the exercise.
Operations advisory. A supply chain or operations problem worked end to end, in as many steps as it takes: assessed and defined, solution identified, business case built, then designed, implemented, and sustained if you want it. Each step is scoped and priced on its own, you can come in at any point, and the dashed marks are where you can stop. See the advisory practice.
Which Chair
Three seats. Pick by the problem, not the title.
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Operations Leadership
Chief Operating Officer
Take this seat when execution depends on specific people.
- Operating cadence: goals, KPIs, weekly business review
- Org design, role clarity, and accountability mapping
- Process design and documentation people actually follow
- Workflow automation across finance, sales, and ops handoffs
- Practical AI adoption: where it earns its keep, and where it does not
- Systems selection and implementation oversight (ERP, CRM, planning)
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Financial Leadership
Chief Financial Officer
Take this seat when the numbers arrive too late to act on.
- 13-week cash flow and rolling forecast
- Month-end close discipline and clean reporting
- Unit economics and margin analysis
- Board, lender, and investor reporting packages
- Fundraise, credit facility, and diligence readiness
- Budgeting, variance review, and capital allocation
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Supply Chain Leadership
Chief Supply Chain Officer
Take this seat when working capital is stuck in the operation.
- Sales & operations planning (S&OP) stand-up and cadence
- Demand planning and forecast accuracy
- Inventory planning, safety stock, and working-capital release
- Sourcing strategy and category management
- Supplier negotiation, contracts, and scorecards
- Procurement process, approvals, and spend visibility
The Handoff
What is still here after we go.
A seat that cannot be handed over is a dependency, not a service. Everything below is built to be inherited by a permanent hire or by someone already on your team.
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A role specification you can hire against
Written from the work as it actually ran, not from a template. It says what the person owns, what they are measured on, what systems they need, and what the first ninety days look like. Most searches start with a guess at this. Yours starts with evidence.
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Standing processes with named owners
The close calendar, the forecast cycle, the planning cadence, the supplier review. Each one documented, each one with a person on your team whose name is against it before we step back.
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Models and reporting that survive you
Built in your tools, with the workings visible, so your team can challenge them and change them. A model only one person can open is a model that stops being used.
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A written account of what is still open
The problems we did not get to, the decisions deliberately left for the permanent hire, and the risks we would watch. Stated plainly, including the uncomfortable parts.
Scope
What this is not.
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Not bookkeeping
We do not keep your books, run payroll, or file your taxes, and we are not a licensed public accounting firm. If that is what you need, you need a bookkeeper, a payroll provider, and a CPA, and we will say so rather than take the work.
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Not staff augmentation
A seat is not a pair of hands billed by the hour against someone else's plan. The engagement carries a scope and a set of deliverables, and if there is no decision to own, there is no seat to fill.
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Not a strategy memo with no owner
Recommendations with nobody inside the business to carry them are how most of this work dies quietly. Where we advise rather than operate, the engagement names who owns the follow-through before it begins.
Next Step
Thirty minutes with the person who would do the work.
Not a qualification call with someone who then hands you to a delivery team. Bring the problem you would rather not put in an email.