The senior judgement a growing Norwegian SME rarely has in-house.
The business is real and growing. What is missing is the person with the experience to see the next problem before it arrives, and a company this size cannot put that person on the payroll.
Why a full-time C-suite is the wrong fit for now
Hiring a permanent CFO, COO or CMO looks like the answer. For most Norwegian SMEs it is not:
Employer costs are heavy
A senior employee comes with employer contributions, pension and holiday pay added to the salary, a total that is out of proportion for a company still finding its shape.
A wrong hire is hard to undo
In Norway a senior appointment that goes wrong takes a long time and a lot of money to put right.
The search eats the year
A proper executive search takes months, and the issue you hired for has moved on by the time they start.
What you need is the judgement, not the full week
Most small companies need a couple of days of senior input. Paying for a full week buys a lot of unused capacity.
In Oslo that means a senior operator working inside your team for an agreed number of days. Not an adviser who submits a report and leaves, but a senior operator who works in your team, makes the calls in their own field and is held to the outcome. In a small market with a short supply of experienced operators, this is how a company of your size reaches them.
Who this is for, and who it is not
Best for
- Founders carrying a C-suite function themselves with no time left to lead
- Businesses that need senior capability two or three days a week, not five
- A specific gap in finance, operations, marketing, technology or people that is holding growth back
- Teams that cannot yet justify, or afford, a full-time executive salary
- Owners who want an operator accountable for outcomes, not a consultant with a deck
Not for
- A junior or purely execution role a full-time manager should own
- A one-off project an agency could deliver and hand back
- Businesses wanting a figurehead rather than someone who does the work
- A pre-revenue idea with no function yet to lead
How we work with an owner-led Norwegian company
No investors, an owner with the final word. We provide the review that a larger company would take for granted.
A regular outside check
An outside check-in at agreed points means the owner is not the only judge of progress.
Experience a small market lacks
Questions outside your executive's field go to peers in the collective, experience that is scarce in a small market.
Continuity, our responsibility
When an executive leaves, we carry the brief forward and manage the changeover, so you are not starting again.
Chosen for the owner
The owner has to trust whoever sits in the seat, so that is the first thing we test.
What an engagement looks like
From first call to an embedded operator in weeks, not months.
Discovery
We spend time understanding your business: challenges, goals, team dynamics, and what 'success' looks like in 90 days.
Match
We introduce the right fractional executive from our vetted collective. You meet them, ask hard questions, and confirm the fit.
Scoped engagement begins
The engagement launches with a defined scope, clear deliverables, and a structured cadence. Your fractional is embedded, not advisory.
Adapt and evolve
As your business changes, the engagement changes with it. Add hours, shift focus, introduce a second specialist, all without restructuring.
Which executive do you need first?
You do not need to know the answer before you call. Match the problem you feel most to the operator who owns it.
Each fractional role maps to a different SME challenge
Start with the gap that is costing you most, and the roles below show which leader owns it.
Backed by executives who have led at
