Hire a Fractional COO · Fractional COO Jobs UK
Fractional COO jobs involve an agreed share of cross-functional operating leadership. Establish which delivery problems the COO owns, who can resolve competing priorities and who runs daily operations between working days. For remote roles, confirm which sites or handovers require attendance.
Hire a fractional COO — operations leadership, 1–3 days a week — to turn chaos into process for scale-ups and PE-backed portfolios.
Systems, people ops and delivery, without the full-time cost.
Part 01 / 04
Boundaries
Part 02 / 04
Ownership
Part 03 / 04
Evidence
Part 04 / 04
Transfer
15 minutes · video or phone
Tell us the scope and the days a week. We come back with fractional COO candidates, their day rates and availability.
Pick a day that suits · live availability
How fractional recruitment agencies compare is set out in one place, including how we work: a brief and a shortlist of three to five.
Fractional COO jobs · last 3 months
Algorithmiq Oy · United Kingdom
genesis labels & packaging · Leeds
Confidential client (Fractional Quest mandate) · London
Confidential client (Fractional Quest mandate) · London
Full-time · permanent as posted · last 3 months
Full-time COO roles, posted by the employer as full-time and listed as the posting states them. We recruit permanent COOs as well as fractional and interim. Hiring a permanent COO: COO headhunter.
Runway East · Bristol
United Infrastructure Ltd · Rochdale
Babcock · Helensburgh
Macs Adventure · Glasgow City
Bondsmith · London
AXA · Redhill
01/ the cross
Move the day rate and the days a week: the rising line is a month of part-week cost, the flat line a permanent hire’s month. Where they cross, the seat should go full-time.
At 3.2 days a week a permanent hire costs less.
Our arithmetic. Permanent a month = the salary ÷ 12 plus 15% employer NI, plus the 30% search fee spread over 12 months — the calculator’s inputs. Hover, tap or use the arrow keys for each step.
Permanent = the £122,500 composite (our median of three 2026 guides) median salary. The full calculator below adds the months, the totals and the currency tabs.
Our arithmetic, cumulative. Permanent = the salary’s 30% search fee in month 0, then salary ÷ 12 plus 15% employer NI each month. Interim = the midpoint of the published interim band (£1,400 a day, Exec Capital 2026) × 5 days × 4.33 weeks. Hover, tap or use the arrow keys for each month.
02/ the route
Four taps. The answer names the route for the seat and the page that covers it.
The route · Fractional
A fractional COO.The work fills part of the week, so buy the days it needs.
A fractional COO holds the seat on agreed days for as long as the seat is needed, and works for other clients on the rest.
The route · Interim
An interim COO.The work fills the week, and it has an end: a programme, a cover, a transaction.
An interim COO takes the seat full time for that stretch and hands it over when it is done.
The route · Interim, then permanent
Interim now, a permanent COO after.The seat is full time and long term, and the need is now.
An interim COO holds it while the permanent search runs, so the seat is not left empty.
The route · Permanent
A permanent COO.A full-time seat that sits at the table for years is a permanent hire.
There is time to run a search, so run one.
03/ the board
A read of the roles on the board above, counted as they stand: how each is engaged, whether the posting gives the days and the rate, and where the work happens.
On this board, last 90 days · 4 roles · Fractional COO
Engagement
Days a week
Day rate
Work arrangement (as the job feed classifies it)
Newest posting on the board: 8 Oct 2026.
Postings per week on this board, last 90 days
4 postings on this board in the last 90 days, counted by the week each was published.
04/ the model
An experienced operations leader who owns the operating model within a defined scope — not a consultant, not a project engagement.
Four ideas define the model.
01 · cadence
Senior COO capability across a defined slice of the week. The operating leadership you need without a full-time salary or a five-day commitment.
02 · role
Unlike a consultant or an advisor, a fractional COO is in the leadership team: owns the operating model, builds the systems, runs delivery and hires the team.
03 · structure
Usually engaged through their own company rather than employed, on a scope that names the outcome, the days and the notice. IR35 status depends on how the engagement runs in practice, and a medium or large client makes the determination.
04 · horizon
Scoped to an outcome — a process build, a 100-day plan, an ERP rollout — often ending in a clean handover to a permanent COO.
05/ scope
Accountable for how the company runs — process, systems, people and delivery, answerable to the board exactly like a permanent COO.
01 / PROCESS
Designs the processes, KPIs and OKR cadence that turn a fast-growing mess into a company that runs predictably.
02 / SYSTEMS
Selects and lands the ERP, CRM, HRIS and automation — the systems backbone that lets the business scale without breaking.
03 / PEOPLE OPS
Org structure, comp frameworks, hiring plans and performance management — building the team and how it works.
04 / DELIVERY
Cross-functional delivery, RevOps and customer ops, plus the operational health metrics the board sees every month.
06/ responsibilities
The fractional COO job description, structured.
A fractional COO carries full board-level accountability for how the company runs — and deliberately hands specialist and transactional work to functional leads.
07/ the difference
“Fractional COO” gets confused with an Ops Director, an operations consultant and a full-time hire.
Switch tabs to see how it differs.
→ A fractional COO owns the operating model. An Ops Director runs a slice of it.
→ Fractional COOs run the function. Consultants advise on it.
→ Fractional buys senior operating leadership for the days you need it; full-time buys it every day.
08/ the choice
A fractional COO takes responsibility for an agreed part-week share of the role.
Confirm its duration, review point and continuity; the label does not determine when it ends.
An interim COO covers the seat for a defined period of absence or change, such as a vacancy, transaction or turnaround.
Agree the hours, authority and handover for the actual assignment.
Agree responsibility, hours, duration and between-day cover separately.
Fractional and interim describe different aspects of a brief and can overlap.
The calculator illustrates fees at the stated days and assumptions.
Confirm employment, tax and benefit obligations before using it as a total-cost comparison.
09/ by stage
Connectd publishes its UK fractional COO band by seniority (updated April 2026).
Company stage decides the cadence; the operator’s seniority decides the rate.
Published UK day-rate bands · £ a day · the marker is the calculator’s day rate
The permanent band is the published salary ÷ 220 working days — our arithmetic, for comparison only.
Two days a week across a 46-week year at the Connectd band is £73,600–£128,800 in day fees — our arithmetic. Compare every role on the rate calculator.
10/ cost
Drag the sliders — every figure updates live, benchmarked against the published UK fractional COO band.
The slider runs across the published band for a fractional COO: £800–£1,400 a day (Connectd 2026).
Cost over 12 months
£114,400
104 working days · 2 d/wk · 12 mo · before tax
Fractional costs less over 12 months£63,225
Fractional COO, 12 months£114,400
Fractional COO, a month at 2 d/wk£9,526
Permanent COO, same period£177,625
Fractional COO, 12 months$151,569
Fractional COO, a month at 2 d/wk$12,621
Permanent COO, same period$235,335
Converted from £ at $1.3249 per £1 (Bank of England spot rate), 2 Oct 2026. A conversion, not a US market rate. Source ↗
Fractional COO, 12 months€134,374
Fractional COO, a month at 2 d/wk€11,189
Permanent COO, same period€208,638
Converted from £ at €1.1746 per £1 (Bank of England spot rate), 2 Oct 2026. A conversion, not a EU market rate. Source ↗
Our arithmetic, indicative. Permanent = the £122,500 composite (our median of three 2026 guides) median salary pro rata for the same months, plus 15% employer NI, plus a 30% search fee on the annual base (UK retained search runs 25–35%, Headhunters.co.uk). Excludes pension, bonus and equity.
11/ the week
The days you buy are yours; the rest of the week goes to other clients.
Move the days a week in the calculator above and the week redraws.
Illustration only: one way a fractional COO’s week can divide at 2 days a week for you. Each block is half a day.
12/ tax
The general position under UK rules, with the HMRC source for each point.
Not tax advice: check your own case with your accountant.
01 · DEDUCTIBLE
A fractional COO’s fees, like a salary, are deductible against profits when incurred wholly and exclusively for the trade (HMRC BIM37000). At the 25% main rate, each £1,000 of fees costs a profitable company £750 after relief.
02 · EMPLOYER NI
A permanent COO carries employer National Insurance at 15% above £5,000 a year. A fractional COO engaged through their own company carries none when the engagement is outside IR35; inside IR35, the fee-payer deducts tax and NI and pays employer NI. Status depends on how the engagement runs in practice.
03 · WHO DECIDES
Medium and large clients determine the status themselves; for a small private-sector client, the fractional COO’s own company decides (HMRC off-payroll guidance).
13/ the contract
A fractional COO engagement is written around a defined mandate — the outcome, the days a week and the notice.
IR35 status depends on how the engagement runs in practice, and a medium or large client makes the determination.
What HMRC looks at, in brief — full detail in the IR35 guide, and at source in HMRC’s off-payroll working guidance and the CEST tool.
01 / CONTROL
HMRC looks at who decides how, when and where the work is done — whether the company sets the outcome or directs the method.
✓ In the contract02 / SUBSTITUTION
HMRC looks at whether the COO could send a suitably qualified substitute, and whether that right is genuine in practice.
✓ In the contract03 / MUTUALITY
HMRC looks at whether the company must offer work beyond the agreed mandate, and whether the COO must accept it.
✓ In the contractWhether there is a genuine right of substitution; whether there is mutuality of obligation beyond the agreed scope; who controls how, when and where the work is done; whether the engagement is a defined outcome or an open-ended seat; and whether the COO works for other clients.
From 6 April 2026 the off-payroll small-company test is turnover up to £15 million, balance sheet up to £7.5 million and up to 50 employees — any two of the three — up from £10.2 million and £5.1 million (BDO). More clients now count as small, and for a small client the COO’s own company decides IR35 status. The test looks at the client’s previous financial year.
14/ when to hire
Four situations where the right call is to hire a fractional COO — match yours.
Which sounds like you?
You’ve grown fast and nothing connects — no ERP, people ops on spreadsheets. A COO builds the machine.
Post-acquisition, you need operational rigour landed before a permanent COO arrives.
The founder is drowning in internal ops. A COO takes people, systems and process off their plate.
Demand has outgrown the tooling. You need RevOps, automation and a team — built by someone senior.
15/ the buyer’s guide
Scope the mandate, write the job description, then choose the route.
STEP 01
Name the outcome — a process build, a 100-day plan, an ERP rollout — and the days a week it needs. The owns / hands-off list above is a ready-made fractional COO job description.
→ Outcome, cadence and a date
STEP 02
Part-week responsibilities: fractional. Defined-period cover or change, with hours agreed separately: interim COO. A permanent Chief Operating Officer: a retained search — see COO headhunters.
→ Match the engagement to the gap
STEP 03
Agree first-month outcomes before the start date, review at 90 days, and extend once the operating cadence is working.
→ Scoped start · 90-day review
16/ the terms
Five things to settle before a fractional COO starts, so the days you buy go on the work.
01
Write down what has to be true at three, six and twelve months. Days a week follow from that list, not the other way round.
02
Fix the days a week, which days, and a review point where either side can change them. Most of the value is in the rhythm.
03
Put in writing what the role can see, sign and decide: systems, data, budget and the board. A part-week leader without access is an adviser.
04
Agree notice on both sides and the handover: documents, logins and who inherits each piece of work.
05
Settle how the engagement will run before it starts, because IR35 status follows the working practice. See the IR35 guide.
17/ the broad hire
Anyone looking to hire a COO is choosing between four arrangements, often without saying so.
A permanent COO is an employee, full-time, running the operating model — process, delivery, systems and the people who run them — with no end date.
An interim COO works for a defined term with agreed hours: an integration after an acquisition, a restructure, or cover for an empty seat.
A fractional COO owns operations for part of each week, ongoing, and builds the cadence the business runs on.
A part-time COO takes the same seat on regular days with a single company.
The deciding question is how much COO-level work exists each week.
If running the operation, managing the heads of function and turning the plan into a weekly rhythm fill the week, hire a COO on a permanent contract — our COO headhunter page covers that search.
If the founder or CEO still carries most of the operational load and needs a senior partner for part of it, a fractional COO closes the gap without a full-time salary; fractional COO cost sets out the published figures.
However you hire a COO, the brief needs the same answers: scope, stage, the systems and team already in place, days a week, budget and IR35 position.
Give us that and we put together a shortlist of 3–5, and you interview.
For a COO engaged through their own company, status is decided by how the work is actually done, not by the heading on the contract — check it with HMRC’s CEST tool and our IR35 guide.
18/ operations director
Many buyers search for a fractional operations director when they want the same seat, and in smaller companies the two titles often describe one person.
The difference that matters is scope.
The Institute of Directors describes an operations director as overseeing the operational side of company strategy and carrying operations information to the chief executive and the board.
Its COO role profile goes wider: directing and controlling all of the organisation’s operations in line with the strategy the chief executive and board have agreed, and maintaining the structure and processes the organisation runs on.
In practice: if the problem sits inside one function — delivery, fulfilment, service quality, suppliers — a fractional operations director running that function part of the week is the right shape.
If it sits between functions — how sales hands over to delivery, how the hiring plan follows the forecast, who decides when two teams want the same resource — it is COO work, whatever the title on the brief.
The comparison above sets an Ops Director beside a fractional COO, and the owns / hands-off list works as a starting brief for either.
The same work is advertised as fractional operations director, fractional head of operations and fractional COO, so search and brief on the scope, not the title.
For consistent-days roles see part-time COO jobs; for full-time, fixed-term cover, interim COO jobs.
Hiring?
Brief us on the scope and we come back with a shortlist of 3–5, each with day rate, availability and IR35 position set out.
19/ full-time or fractional
To hire a Chief Operations Officer — the title is used interchangeably with Chief Operating Officer — first decide whether the seat is full-time work yet.
The IoD’s COO profile describes a role that directs all organisational operations, develops and controls operational budgets, and maintains the systems that keep operations compliant with legal requirements.
Before you hire Chief Operations Officer capacity, count the days of COO work there actually are.
If that is five days every week, hire permanently.
If the need is a build — a process overhaul, an integration, a systems rollout — a fractional or interim COO can deliver it without creating a permanent seat.
A permanent hire usually runs through a retained search — see COO headhunters — and brings employment obligations with it: a right to work check before employment starts, and a written statement of employment particulars on or before the first day (Acas).
If the COO will also join the board as a statutory director, they take on the legal duties of a company director, and changes to the company’s officers must be reported to Companies House.
A fractional COO is usually engaged through their own company rather than employed, on a defined mandate, with the IR35 position set out on the brief and settled by how the engagement runs in practice — see the IR35 guide.
Brief us and we come back with a shortlist of 3–5, vetted through the five stages on how we vet.
20/ across the uk
Many fractional COO UK engagements are hybrid: a regular day on site for the leadership meeting and the operating cadence, the rest remote.
We shortlist fractional COOs across the UK for hybrid or remote engagements, wherever the company is based.
Fractional COO roles on the board above show the location and days, and the day rate only where the posting states one.
Fractional ops is the broader shorthand: fractional operations leadership at any level, from a fractional operations manager running processes week to week to a COO who owns the operating model.
Settle which you need before you brief, because seniority sets the rate: Connectd’s published band runs from £600–£750 a day for operators with up to two years of fractional work to £1,100–£1,400 at senior level (rates above).
When you hire COO cover, decide the cadence before the title: one to three days a week is fractional, full-time for a fixed term is interim, and a permanent seat is a search.
Chief operating officer recruitment for a permanent seat often runs through a retained search firm — see COO headhunters.
We take all three kinds of brief and answer each with a shortlist of 3–5, each with day rate or pay, availability and IR35 position set out.
21/ vetting
What we undertake on every brief — real operational validation, not CV-sifting.
Verify a real track record running ops at your stage — process, systems, people ops, P&L exposure. No Head of Ops presenting as a COO.
SOURCINGMatch to your situation — chaos-to-process, a 100-day plan, an ERP build or scale.
MATCHINGWe take references ourselves, from recent clients, founders and investors: operational outcomes, not titles.
VERIFY3–5 candidates, each with day rate, availability and IR35 position set out.
SHORTLIST OF 3–5Practical guide · Updated
The working brief · 01
A practical scope checklist for an operating brief: follow work across its handovers.
Trace a real task
Choose a customer request or internal commitment and follow it through the organisation. Note where information is missing, decisions wait or responsibility changes. Describe the actual operating problem before asking for a new process or another layer of management.
Name the decision-maker
Identify who can settle priorities when functions disagree and who owns delivery after the decision. Explain the relationship with the CEO and department heads. A COO needs a workable mandate across those boundaries; a title alone does not create it.
Define useful evidence
Agree what shows the service working for customers and colleagues, with a baseline and a named source. GOV.UK measurement guidance offers a useful principle: combine performance information with user insight. Its public-service reporting requirements are not a private-company checklist.
The working brief · 02
Fictional worked example, not a client case study: customer requests lose context between sales and delivery.
Observe the handover
In this fictional company, sales considers an order complete when it is signed, while delivery waits for missing requirements. The first task is to inspect examples and speak to both teams. Hiring additional managers before understanding the handover could preserve the same confusion.
Agree the boundary
The brief asks the operating leader to propose what information a handover needs, who accepts it and how exceptions are resolved. Sales and delivery agree their responsibilities. The CEO decides any commercial trade-off that exceeds the leader’s authority.
Check acceptance
The teams try the agreed handover and record what remains unresolved. No cycle-time improvement or customer outcome is invented. The example shows how a broad operations brief becomes a concrete responsibility with evidence the business can inspect.
The working brief · 03
Match fractional, interim or permanent leadership to who can act when the leader is away.
Recurring coordination
Fractional leadership can suit a defined operating mandate supported by capable department owners. Specify which decisions are scheduled and which need immediate escalation. Do not imply continuous presence simply because the leader has executive accountability.
Temporary command
Interim cover can suit a vacancy or a change requiring active operating leadership for a defined period or exit condition. Name what must stay stable during the work and what the successor will inherit. Temporary cover still needs clear authority.
Daily executive ownership
Permanent leadership may suit continuing cross-functional decisions and management that need daily attention. Distinguish company-wide operating responsibility from an operations director’s bounded remit, using the actual scope rather than assuming identical titles mean identical jobs.
The working brief · 04
For applicants: explain an operating intervention without claiming every business result as your own.
Explain the boundary
Describe the process, functions and decision rights you inherited. Identify the people you managed and those you influenced. An employer needs to understand whether you held company-wide responsibility or led a particular operational function.
Explain the intervention
Use an approved example of a decision log, operating review or changed handover. Say what you did personally, what other owners changed and how the organisation reviewed it. Keep predictions separate from observed results and disclose no confidential customer information.
Ask about the mandate
Ask which department heads support the change, what the CEO will delegate and who resolves competing priorities. Confirm the location and on-site expectations. An operations role described as remote may still include work that depends on seeing delivery happen.
The working brief · 05
A staged transfer protects operational knowledge and makes unresolved exceptions visible.
Capture the operating system
Let owners run it
Agree what remains
The working brief · 06
A useful location agreement reflects what the leader needs to observe and whom they need to reach.
Remote coordination
Reviews and cross-functional decisions can be organised remotely when department owners and trustworthy information are available. Confirm how exceptions are raised and who can act locally. A distributed operation still needs a clear route from evidence to decision.
On-site understanding
Ask whether the mandate depends on observing physical delivery, facilities or service handovers. State where and why presence is needed. An applicant should be able to judge the requirement rather than discover it behind a vague hybrid label.
Practical agreement
Record travel expectations, local deputies and the way urgent decisions are escalated. Revisit the arrangement if the operating scope changes. Location and executive authority are separate questions; being present does not by itself give a leader a workable mandate.
The working brief · 07
An editorial interview checklist for judging practical operating leadership.
Provide the problem
Describe a hypothetical service handover with conflicting priorities and incomplete information. Give candidates the same account of the constraints and team. Ask which people they would speak to and what evidence they need before changing the process.
Explore the intervention
Ask how they would assign ownership, resolve disagreement and keep routine work moving during the change. Probe what they would leave alone. The response should explain a practical intervention instead of proposing a new framework regardless of the problem.
Test the mandate
Ask where their authority ends and what they would take to the CEO. Use criteria tied to the advertised scope and record the reasoning. Keep the exercise bounded rather than asking candidates to redesign a live operation as unpaid work.
The working brief · 08
A company-wide mandate should clarify the responsibility of department leaders and delivery teams.
Map the responsibility
State which department heads retain control of people and delivery and which decisions the COO coordinates. Identify the parts of the operation with specialist requirements. Do not turn a broad operating title into an assumption that one person can replace every local owner.
Agree the exception
Name who resolves a conflict crossing departments and what evidence they need. Make the route usable by colleagues closest to the work. An executive review should settle a decision, not merely collect status reports with no owner for the next action.
Keep learning local
Ask the people who run the work to explain whether the changed routine is usable. Record where the operating plan depends on their input. A lasting improvement needs owners who can maintain it and raise exceptions after the external leader leaves.
22/ questions
The common questions, answered.
A part-time chief operating officer who owns operations within a defined scope — process, systems, people ops and delivery.
Not a consultant, not a project hire: the COO, 1–3 days a week.
Runs how the company operates, part of the week: the operating model and KPIs, the systems (ERP, CRM, HRIS), people operations, cross-functional delivery and the operational numbers the board sees.
A fractional chief operating officer sits in the leadership team and is accountable for outcomes, not advice.
The scope section sets out what the role owns and hands off.
Connectd publishes a UK fractional COO band of £800–£1,400 a day (mid-market £900–£1,050), typically 2 days a week — £73,600–£128,800 a year across 46 weeks, our arithmetic.
A permanent COO is a £122,500 median base before on-costs — our median of three published 2026 UK guides (Glassdoor, Leadership Services, Exec Capital).
See the fractional COO cost guide.
It is priced by the day.
Connectd’s published UK band is £800–£1,400 a day, and it rises with seniority: £600–£750 for operators with up to two years of fractional work, £900–£1,050 mid-market and £1,100–£1,400 at senior level (Connectd, April 2026).
Two days a week across a 46-week year at the full band is £73,600–£128,800 in day fees — our arithmetic.
A full-time interim COO is a different purchase, at £800–£2,000 a day (Exec Capital).
The rates section sets the bands side by side.
You send a brief — the outcome, the days a week, stage and budget — and we come back with a shortlist of 3–5 fractional COOs, each with day rate, availability and IR35 position set out.
You interview and choose.
It depends on how each engagement runs in practice — HMRC looks at control, substitution and mutuality of obligation.
A medium or large client makes the status determination; each engagement can be checked against HMRC’s CEST tool on its own facts.
Submit a brief via our form, outlining your situation and needs.
We come back with a shortlist of 3–5 fractional COOs, each with day rate, availability and IR35 position set out.
You interview and choose.
The outcome and the date, the days a week, who the COO reports to, and a clear owns / hands-off split — the operating model, systems, people ops and delivery on one side; day-to-day task management and single-function ownership on the other.
The scope section above is a ready-made starting point.
A fractional COO is strategic — owns the whole operating model and is board-facing.
A Head of Ops typically runs one function.
We shortlist for both.
An interim COO works for a defined term with agreed hours — Exec Capital puts the day rate at £800–£2,000 — for a turnaround, an integration or cover.
A fractional COO works agreed part-week days for an agreed duration.
See hire an interim COO.
Yes.
We recruit fractional, interim and permanent COOs: a shortlist of 3–5, each with day rate or pay, availability and IR35 position set out.
For a permanent Chief Operating Officer, a retained search is another route; UK retained search runs 25–35% of approximate first-year base salary (Headhunters.co.uk).
See COO headhunters for how that works, and when a fractional COO is the better first step.
Often the same person, not always the same scope.
An operations director typically runs operational delivery — process, suppliers, service quality — and reports operations information to the chief executive and board; a COO directs all of the organisation’s operations against the strategy the board has agreed (IoD).
Brief the scope rather than the title and we shortlist for either: 3–5 candidates, each with day rate, availability and IR35 position set out.
Usually through a retained search — see COO recruitment.
As an employer you must carry out a right to work check before employment starts and give a written statement of employment particulars on or before the first day (Acas); if the COO joins the board as a director, they take on the duties of a company director.
If the need is a defined build rather than a five-day seat, a fractional COO is the alternative.
When there are five days of COO work every week and there will be for years: a large or complex operation, several sites, or a regulated business that needs the seat filled every day.
When the need is a build — a process overhaul, a systems rollout, a post-deal integration — or the company needs COO judgement but not yet five days of it, a fractional COO on one to three days fits better, often as the step before a permanent hire.
It can be.
Fractional COOs typically hold one or more client mandates alongside advisory work.
At Connectd’s published mid-market £900–£1,050 a day, two days a week at one client is £82,800–£96,600 a year before tax — our arithmetic.
Check your own IR35 and tax position with an accountant.
At Connectd’s published mid-market £900–£1,050 a day, two days a week across 46 weeks is £82,800–£96,600 from one client — our arithmetic.
The calculator above models it.
No. Browsing the board and applying is free.
When we run a search, we match on stage, sector, situation and your availability.
Roles on the board are real postings from our jobs feed; each card shows the day rate only where the posting states one.
No. The board carries roles across the UK, and many are remote or hybrid; each card shows the location the posting gives.
Book 15 minutes · shortlist of 3–5
Submit your brief. We come back with a shortlist of three to five.
Book a call or submit your fractional COO brief; we come back with a shortlist of 3–5 candidates.
Browse the operations leadership roles from our jobs feed, or talk to us first about the searches we run.
