FRACTIONAL IT LEADERSHIP
Most companies need someone accountable for IT as a whole — priorities, suppliers, budget and risk. Not all of them need a full-time IT manager. I take on as much of the function as is genuinely needed, and leave a working practice behind.
WHEN IT FITS
01
Management, finance and suppliers each decide separately, so systems do not join up and accountability disappears.
02
Invoices grow and contracts renew automatically, but nobody inside assesses whether the service still matches the need.
03
The team is technically strong yet works request by request — without priorities, a plan, or a clear link to business goals.
04
What worked at twenty people creaks at a hundred: access, devices, licences and security stop being manageable by hand.
WHAT YOU GET
01
I take the IT leadership function for an agreed period: priorities, suppliers, budget, risk and day-to-day service management. Proven while acting as outsourced IT manager for manufacturing-sector companies.
Deliverable: the function runs day to day instead of waiting on a hire.
02
An agreed amount of time each month: priority review, supplier management, decisions and direction for the team — without the cost of a permanent hire.
Deliverable: continuous direction, and decisions made on time.
03
We put the function in order, document the processes and prepare the handover so a new IT manager starts from a working base rather than from chaos.
Deliverable: a documented function and a clean handover.
HOW I WORK
A
Services, suppliers, contracts, costs, risks — and who actually makes decisions today.
B
What gets fixed first, by business impact and risk, rather than by who asks loudest.
C
Priorities, suppliers, incident escalation and budget — reported to management in language they can act on.
D
A documented practice, the decision history and the knowledge to keep the function running without me.
FAQ
It is the IT management function bought in the amount you need — a few days a month, or full time for a limited period. You get decision-making, supplier management and direction without paying for a permanent position.
A managed service provider handles technical tasks. An IT leader decides which tasks are worth doing at all, how suppliers are managed and where to invest. It is a management function rather than a technical one — often the two work together.
It depends on size and maturity. For companies of 20–100 people, a few days a month is usually enough for ongoing management, with a more intensive start while priorities are established.
Yes, where that is needed. The function covers team direction, priorities and how day-to-day work is organised. Personnel decisions remain yours — I provide the assessment and a recommendation.
Handover is part of the service, not an extra. You keep documented processes, the decision history, supplier contracts and a priority plan, so the next person starts from a working base.
OTHER SERVICES
EXAMPLES
Concrete examples: the situation work starts from, what is done, and what it is judged by.
START HERE
The most useful first conversation is about which IT decisions in your company currently have no owner at all.