Questions, answered plainly

I hold the seat: the lifecycle roadmap, the team and the retention number are mine to own, from inside your organisation. Sized to what the role needs, with the same accountability as the full-time hire you haven’t made yet.

A consultant advises and leaves; the recommendations are the deliverable. A fractional leader holds the role and is measured on the outcome. If retention doesn’t move, that is a problem I own.

If the role is vacant, fractional leadership. If the strategy is the gap, a retention program. If you don’t yet know where the leverage is, the AI Marketing Audit — three weeks and fixed price, precisely so it can answer that question cheaply.

I build. Churn models, orchestration logic, automation pipelines — hands on the keyboard, in your stack, alongside your team. The deck is a by-product, not the deliverable.

Less than people assume: customer-level data somewhere queryable, a messaging platform of some kind, and someone who can grant access. If the data itself is the mess, sorting that out usually becomes the first phase — and I’ll say so during diagnosis rather than after.

Braze most often, Salesforce Marketing Cloud and Data 360 where that is the stack, and I’m comfortable across the category. On the data side Databricks, SQL and Python, including survival models for churn. You keep the stack you have: I take no vendor commission and have no licence to sell you.

Holdout groups from day one, agreed before anything ships, and read against retention and contribution. Anything that can’t be measured against a control gets treated as a hypothesis, including mine.

Nothing that only exists in my head or on my laptop. Everything is documented as it is built, inside your systems, so a week out costs you a week of my time and nothing else. If it turned into something longer, the one-month notice is there for your protection. The two-client capacity policy is part of this answer too: it exists so that nothing depends on heroics.

The audit is fixed scope and fixed price. Fractional leadership is a retained day rate reviewed quarterly. Programs are scoped per phase, so you commit one phase at a time. Send the shape of the problem and a scoped number comes back — or read the pricing page, which sets out what is fixed, what varies and when each one is quoted.

Cheaper is the wrong test, but the arithmetic is easy enough to do yourself. Put the days you would actually buy at a senior day rate against the fully loaded cost of a permanent hire — salary, employer contributions, pension, equipment, management overhead — and add the two quarters a senior search usually takes, during which nobody is carrying the number. Fractional wins on speed and loses on availability. If the role is genuinely twelve months of full-time work, hire — and I’ll help you write the brief and build the team around it. The pricing page works that sum through line by line.

For the audit: one 45-minute interview per team, one kickoff, one closing workshop. For a fractional seat: your leadership meeting and the CRM team’s normal rhythm — the seat exists to take decisions off other people’s desks, not to add a stakeholder. For a program: one named counterpart who can grant access, and engineering time during Build, sized in the scope before you sign it.

A fractional seat runs on one month’s notice, both ways. A program is committed one phase at a time, so the natural exit is the end of a phase. The audit is three weeks at a fixed scope, so there is nothing to terminate. Everything is documented as it is built, which is what makes leaving cheap — an engagement that can’t end is a failed engagement.

An audit can usually start inside two weeks, because the scope is fixed. A fractional seat depends on what else is running — ask, and you get the real answer for the quarter you have in mind.

Both, natively. Every page on this site exists in both languages. Across thirty-plus markets at IKEA I also worked routinely with teams in languages I don’t speak, so multilingual programs are familiar territory.

Malmö, about forty minutes from Copenhagen. Remote or on site, with no default either way — I travel for kickoffs, workshops and anything where being in the room changes the outcome. Clients so far have been across the Nordics and Europe.

If retention is your growth constraint and you want models built rather than briefed out, probably. If what you want is a deck of recommendations, probably not — and I’d rather say so than take the work and hand you one.