Fractional & Interim Leadership
for International Growth.
When the vision exists but the leader to execute it on the ground is missing — during the critical 3 to 9 months when local presence is not yet consolidated.
The gap no
consultant fills.
Most mid-sized companies have clarity on where they want to go internationally. What they lack is not strategy — it is the senior leadership capable of executing that strategy on the ground, during the transitional period when a permanent local General Manager does not yet exist.
This gap — typically between 3 and 9 months — is the highest-risk moment in any international expansion. It is when wrong decisions become embedded, local teams lose direction, and partners lose confidence. This is precisely where I operate.
Expansion Decision
I operate here
Critical Gap (3–9 months)
Permanent Local Leadership
"I don't deliver a plan and disappear. I stay until the structure is standing — and then I leave."
What I take on when I step in.
P&L Responsibility
I take direct responsibility for the local operation's financial statements — revenues, costs and margins. I don't report on numbers: I am accountable for them.
Team Management
I lead the local team with real executive authority. I set priorities, resolve conflicts, establish operational culture and ensure the organisation functions with or without my presence.
Hiring & Structure
I identify, interview and hire the right profiles to build the permanent team. My explicit goal is to make myself redundant — and to ensure that those who stay have the conditions to succeed.
Institutional Representation
I represent the company with local partners, regulatory authorities, strategic clients and investors. With the weight of someone who holds a real mandate, not someone who merely advises.
A mandate with a defined beginning, middle and end.
Rapid Diagnosis
In the first two weeks, I map the local context, critical gaps and immediate priorities. Without wasting time.
Execution with Authority
For 3 to 9 months, I act as the senior leader of the operation. With a real mandate, not recommendations.
Structure Building
In parallel with execution, I build the team and processes that will outlast my departure.
Planned Transition
When the structure is stable, I conduct a formal handover to permanent leadership. The goal is always to make myself unnecessary.
Not for everyone. For those who are ready.
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Mid-sized companies with revenues between €5M and €100M looking to expand into new markets
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Companies restructuring existing international operations
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Founders who need someone to execute — not merely advise
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Companies that have already failed at internationalisation and want to get it right the second time
Not suitable for
This service is not suitable for companies seeking an external consultant without executive authority, or for expansions that do not justify dedicated senior presence.
If the gap exists, let's talk.
I don't make generic proposals. The first conversation is to understand whether a real problem exists that justifies this level of engagement. If it does, I will come back with a specific proposal.