Fractional Services
Senior judgment, on a defined and honest basis.
Senior part-time leadership where a full-time seat is not warranted yet. Every engagement states five things before it starts: authority, cadence, deliverables, term and handoff.
Figure — Engagement boundary
What sits inside the engagement, and what deliberately sits outside it.
Inside the engagement
- Fractional development executive: predevelopment sequence, consultants, entitlements and delivery leadership
- Fractional construction executive: preconstruction, procurement, change control and execution oversight
- Fractional capital and project strategy: capitalisation plan, readiness, governance and reporting
- Project controls: budget, schedule, change and reporting discipline installed and run
- Special-situation leadership: a stalled project, a leadership gap or a lender-driven reset for a fixed term
Outside it
- Unlimited on-call availability
- An officer, director or employee appointment by implication
- Authority to bind the company outside the written engagement
- Licensed professional services or regulated determinations
- Guaranteed outcomes, approvals or financing
Who this serves
- Owners and operators between senior hires
- Growing sponsors whose pipeline has outrun their leadership bench
- Investors requiring experienced oversight of a specific asset
- Family offices adding development or construction capability for a defined period
- Boards or lenders who need a credible senior name accountable for a specific situation
Problems addressed
- Decisions waiting on someone who does not exist on the org chart yet
- A capable team without a senior owner-side decision-maker
- Advisors engaged with no capacity, cadence or accountability defined
- Reporting to a board or investor that lacks credibility
- A special situation — a stalled asset, a departure, a dispute — with nobody senior holding it
Scope
- Fractional development executive: predevelopment sequence, consultants, entitlements and delivery leadership
- Fractional construction executive: preconstruction, procurement, change control and execution oversight
- Fractional capital and project strategy: capitalisation plan, readiness, governance and reporting
- Project controls: budget, schedule, change and reporting discipline installed and run
- Special-situation leadership: a stalled project, a leadership gap or a lender-driven reset for a fixed term
Work products
- Engagement charter: authority, cadence, deliverables, term and handoff on one page
- Stated monthly capacity and availability
- Standing reporting package for the owner, board or investor group
- Decision record for the period
- Handover documentation at the end of the term
Work product
Engagement charter: authority, cadence, deliverables, term and handoff on one page
Work product
Stated monthly capacity and availability
Work product
Standing reporting package for the owner, board or investor group
Work product
Decision record for the period
Work product
Handover documentation at the end of the term
Covers shown for illustration. Each document is written for one project and is not published; no figures, dates, signatures or project details are shown.
How a mandate starts
Step 1: Conversation about the decisions waiting, the team in place and the term you need covered
Step 2: Scoped proposal naming capacity, deliverables, cadence and authority limits
Step 3: Written engagement with term, renewal and handover conditions
Step 4: Onboarding, then standing reporting to the owner, board or investor group
Records we request after an initial fit conversation
- Organization chart and the current decision-rights picture
- Pipeline or asset list relevant to the role
- Existing reporting package sent to the board or investors
- Prior job descriptions or the hire specification being covered
Nothing on this list is collected on the public site. It is requested directly, only once both sides agree the work is a fit.
The roles we are hired into
Each role below is a seat an owner or sponsor engages us to hold, with what that seat is accountable for. Authority exists only to the extent a written engagement grants it.
Fractional development lead
Engaged to hold the development seat part-time: the pipeline, the predevelopment sequence and the decisions that are waiting on someone.
Accountable for
- A written decision queue, with what each decision is waiting on
- Predevelopment budgets and schedules kept current rather than restated
- Consultant scopes, coordination and performance
- A standing report to the owner, board or investor group
Fractional construction executive
Engaged to carry owner-side construction leadership across a portfolio or a single project without a full-time hire.
Accountable for
- Cost and schedule baselines and the reporting against them
- Procurement discipline and change control
- Escalation to the owner before a problem becomes irreversible
- Contractor and consultant accountability to written scope
Fractional capital and reporting lead
Engaged to run the capital-side records and reporting a lender or equity partner expects after close.
Accountable for
- Sources and uses kept reconciled, funded separated from assumed
- Draw packages and covenant reporting on their required cadence
- A single investor and lender reporting format
- Records maintained so a request does not become a fire drill
Interim seat during a search or a gap
Engaged to hold the seat while a permanent hire is recruited, with the handover written into the engagement from the start.
Accountable for
- Continuity of decisions and records through the gap
- A documented state of every open item at handover
- Support to the client's hiring process without owning the hire
- A defined end date rather than an open-ended arrangement
Who holds this work
A fractional seat can sit in any of the three disciplines, so the partner engaged depends on the seat. Prior experience described on a partner's own profile is attributed to him and to the entity that employed or contracted him at the time — it is not a Threefold track record.
Capital, Strategy & Partnerships
Felipe Soares
Principal | Capital, Strategy & Partnerships
Felipe's discipline is capital, strategy and partnerships. His work focuses on the investment thesis, underwriting questions, capitalization, acquisitions, sponsor alignment and the relationships needed to move an opportunity toward a defensible decision.
His scope
- Capital structure and formation strategy
- Investor, lender and partner relationships
- Commercial terms and partnership structuring
He also holds
Construction & Execution
Robert K. Bishop
Principal | Construction & Execution
Robert's discipline is construction and execution. His work focuses on preconstruction, scope, estimating, procurement, owner representation, cost and schedule controls, completion and recovery.
His scope
- Preconstruction, budget and schedule control
- Field execution and change management
- Completion of stalled or troubled work
He also holds
The partner named here reads the enquiry for this service himself. Naming a partner is not a guarantee of his personal availability, and no engagement exists until it is agreed in writing.
What we require to take the role
- A written engagement defining authority, capacity, cadence, deliverables, term and handoff
- A named person on the client side who holds the decisions we do not
- Access to the records, systems and reporting the role depends on
- Agreement that this is a services engagement, not an officer, director or employee appointment
- An agreed handover at the end of the term, so the role does not simply lapse
These are conditions of the engagement, agreed in writing before work begins. Where one of them is missing, establishing it is usually the first piece of work rather than a reason to decline.
Which capacity applies
These are different things with different obligations. Which one applies is stated in writing before work or money moves.
Authority
Written down as recommend, approve or sign, item by item and with limits. By default we recommend and record; you decide and sign.
Cadence
A stated monthly capacity, a fixed meeting rhythm and a reporting date. Not 'as needed', because that is unmeasurable for both sides.
Deliverables and term
Named outputs on named dates, over a stated term with renewal conditions. A term that ends is a feature, not a risk.
Handoff
Documented handover to the permanent hire or the internal team, scheduled from the start rather than improvised at the end.
Outside the default scope
- Unlimited on-call availability
- An officer, director or employee appointment by implication
- Authority to bind the company outside the written engagement
- Licensed professional services or regulated determinations
- Guaranteed outcomes, approvals or financing
If this could be an investment or joint venture
A fractional role does not create an equity expectation in either direction. If participation is the better structure, it is negotiated separately and in writing.
Submit an opportunity insteadWhich route fits you
Related reading
All articles, guides and toolsRelated resource
Guide
Fractional Development Leadership Guide
What fractional development leadership is, what it is not, and the five terms every engagement must fix in writing before it starts: authority, cadence, deliverables, term and handoff.
Open and downloadGeneral working material, not advice on a specific project. The document downloads directly; an email copy is optional.
Related pages
Owner Representation
Where the need is a defined review or recommendation rather than a standing seat.
Development
The development sequence a fractional development executive would run.
Construction
The execution discipline a fractional construction executive would install.
Advisory & Consulting
One defined question answered in writing, where a standing engagement is not what is needed.
Questions we are asked
- How much time do we get?
- A stated monthly capacity, written into the engagement. We do not sell unlimited availability, because nobody can deliver it.
- Do you become an officer or director?
- No, not by implication. Any titled appointment would be a separate, deliberate decision by your governing body.
- Can it convert to a full-time hire?
- The engagement can be structured to support a search and a clean handover. Conversion is not assumed.
- What authority does the role actually hold?
- Exactly what the charter says, with limits. Most engagements are recommend-and-record; signing authority is granted rarely and always explicitly.
- Which disciplines are available?
- Capital strategy, development, construction execution, project controls and special-situation leadership — matched to the specific gap rather than sold as a bundle.
- What happens at the end of the term?
- A documented handover: decisions, open items, records and the reporting pack, transferred to the permanent hire or the internal team.
A fractional engagement is a defined services agreement. It is not an officer, director or employee appointment, it confers no authority to bind the client outside the written scope, and it is not a licensed professional service.
This page is written from the approved strategy plan and remains review-pending until the final approved practice copy is issued.