Steven Haggerty.

Ongoing decision support

Fractional growth advisor for founder-led B2B companies.

A fractional growth advisor is for B2B companies with people who can execute, and who want an external operator to review evidence, pressure-test decisions and keep priorities honest. Your team keeps ownership. This is the ongoing form of B2B growth consulting, for companies in the UK, the US, Canada, Australia, Ireland and New Zealand.

Discuss growth advisorySee the working cadence

The important distinction

I advise. Your team remains in charge.

Advisory is not a fractional chief growth officer engagement with fewer meetings. Your company keeps operational ownership. I help the people leading the work see the problem more clearly, improve the quality of decisions and stay accountable to what they chose. If the problem is still unclear, start with a growth diagnostic. Both are forms of business growth consulting.

You bring the decision, not a performance update.

Who it is for

A capable team that wants a sharper outside view.

Advisory is a fit when…

  • A founder or growth leader owns execution.
  • The team has useful data, but needs help interpreting it.
  • Important decisions benefit from challenge before resources are committed.
  • Priorities tend to expand without an external forcing function.
  • You want access to operating experience without handing over the function.

Choose another route when…

  • Nobody inside the company owns growth.
  • You need someone to lead weekly execution across functions.
  • The core problem has not yet been diagnosed.
  • You mainly need hands-on production in one channel.
  • You want validation rather than constructive challenge.

Decisions we can work through

Bring the live commercial questions.

01

Who are we really building demand with?

ICP evidence, buying situations, prioritisation and the cost of being too broad.

02

Is the offer or the channel the problem?

Separate positioning, messaging and conversion issues from execution quality.

03

What should we stop?

Compare initiatives against the constraint and the team’s actual capacity.

04

Where is pipeline leaking?

Review stage definitions, qualification, handoff, conversion and reporting.

05

Do we hire, use an agency or build in-house?

Define the ownership gap before selecting the resource.

06

What did the experiment actually teach us?

Distinguish signal from noise and decide whether to persist, adapt or stop.

A useful cadence

Prepared conversation. Written decisions. Visible follow-through.

The format stays light, but each touchpoint should improve a real decision.

Before

Your team frames the question

Share the decision, context, relevant numbers and the options you are considering.

During

We pressure-test the choice

Challenge assumptions, identify missing evidence and decide what matters now.

After

Actions are made explicit

Record the decision, owner, useful measure and next review point.

Between

Focused asynchronous review

Use agreed access for work that benefits from feedback before the next session.

What comes out of the work

Better decisions, not a growing library of decks.

01Decision notes
02Priority changes
03Experiment reviews
04Action owners
05Accountability

Where a deeper piece of analysis is needed, we can scope it separately rather than allowing an advisory retainer to become undefined consulting.

Not sure this is the right level?

Start with the ownership question.

Problem still unclearGrowth diagnostic→No one owns the functionFractional leadership→Team owns executionGrowth advisory✓

Practical questions

Keep the boundary clear.

01What is the difference between advisory and fractional leadership?

In an advisory engagement, your company retains operational ownership. I challenge decisions, review evidence and help prioritise, but I do not run the function. Fractional leadership is more embedded and includes ownership of the growth operating rhythm.

02How often would we meet?

Cadence is agreed around the decisions you need to make. It can include regular working sessions and focused asynchronous review between them. I do not publish a one-size-fits-all meeting package.

03Who should attend?

Usually the founder and the senior person who owns execution. Other leaders can join when the question crosses sales, marketing, product or delivery.

04What should we bring to each session?

The decision to be made, the relevant commercial evidence, what has changed since the last review, and a clear account of actions completed or blocked.

05Is advisory suitable if we have no growth team?

Usually not. Advisory works when people inside the company can own and execute the work. If nobody owns the function, fractional leadership or a diagnostic is likely more useful.

06How is pricing set?

Pricing reflects the agreed cadence, preparation and asynchronous access. After a fit call I will propose a clear scope and fee rather than publish an unverified generic price.

07Is a fractional growth advisor the same as a fractional chief growth officer?

No. A fractional growth advisor leaves operational ownership with your team. A fractional chief growth officer owns the growth operating rhythm. Advisory is the ongoing form of B2B growth consulting. Fractional leadership is the embedded form.

08Where do you work?

I am based in the UK and advise founder-led B2B companies in the UK, the US, Canada, Australia, Ireland and New Zealand.

Start with the problem

Need a sharper view, not another pair of hands?

Tell me which growth decisions keep returning to the table and who currently owns the work.

Discuss growth advisory