Execution reinforcement for investors and operating leadership teams

Finding the real problem is only useful if you can act on it.

We step up when something needs to move faster, scale better or perform differently. We read what is slowing the business down, inside it and in the market around it, then work out what needs to change and put the right capability against it.

What we move

Business processes

Data foundations

Automation

AI adoption

Commercial execution

Engineering

Cloud

Integration

Measured in the business, not in the report.

See how it works ↓

Where we sit

Not big consulting. Not staffing.

We operate between heavyweight consulting and transactional staffing, combining strategic clarity with hands-on execution accountability.

Big consulting

Heavy engagements
Steering layers
Upsell incentives

Ends at the recommendation

Staffing and search

Volume CV supply
A role already defined
Transactional placement

Ends at the placement

Projekt4

What the business actually needs
Operators who have done the job
Capacity that scales up or down

Ends at measurable change in the business

Three ways to start

Start where your business is.

Mandate first

You know what you need. We make sure it is right.

→48-hour pressure test of the requirement
→First candidate in days, not weeks
→Brief and candidate fit the actual problem

We test the requirement against the business context, then move directly to search and deployment.

48 hours

Brief checked

Days

First candidate

Problem first

You know something is wrong. The answer is not yet clear.

→We read the business and operating context
→Identify what is actually constraining execution
→Set out what should happen next

The assessment stands alone. There is no obligation to deploy Projekt4 people. Where we support execution, the diagnosing operator remains involved.

Duration

5-10 working days

Output

A decision you can act on

Fee

Paid, fixed fee

Urgent gap

You need experienced leadership in the seat now.

→Fractional CTO, COO or VP
→Starts within two weeks
→Steadies delivery while the permanent answer is found

The operator works alongside your team, stabilises delivery and stays involved for as long as the situation requires.

Start

Within two weeks

Continuity

Stay as needed

Assessment to action

We assess before we act.

The depth depends on how much is already known.

Clear mandate or capability gap

Pressure-test the brief.

You already know roughly what you need. We test the mandate against the business context and available market capability before moving to search or deployment.

The purpose is to confirm the requirement, strengthen the skills and experience around it, or challenge whether the proposed role is actually the answer.

→Lightweight pressure-test
→Open information and business context
→Typically 48 hours
→Included before search or deployment

Complex or unclear problem

Assess what the business actually needs.

The answer is not yet clear. We go deeper into the business, its operating context and the market around it to establish what is constraining execution and what should happen next.

→Deeper assessment
→Internal information and management input
→5-10 working days, fixed paid fee
→A decision you can act on

Either way, the assessment leads to action.

Proof of the assessment

What was asked for was not what was needed.

A real situation where we used a deeper Assessment to challenge the original problem statement, identify the real constraint and determine the right intervention.

PE investor · Netherlands

Data ownership had to come before the ERP decision.

01The ask

A fractional Chief Data Officer to help select an ERP.
Leadership stretched thin, reporting assembled by hand across disconnected systems.

02What we found

Parallel spreadsheets were producing competing numbers.
With no clear data ownership, leadership could not answer a portfolio question with one voice.

03What we recommended instead

Do not start with ERP selection. Settle data ownership and governance first, then test the approach against the data creating the most friction.
Bring in a commercially-minded, investment-fluent operator, with ERP following the data architecture rather than driving it.

04What they agreed

Data ownership and governance would come before the ERP decision. ERP work would follow the data architecture rather than drive it.
A commercially-minded data operating advisor was matched to the revised requirement, on a defined fractional mandate with a roadmap the board can act on.

See two more examples →

How do we do this?

We read the business, and the market around it.

You end with a decision.

01What is happening

What is happening in and around the business?

Experienced operators read how the business runs today and the market around it: competitors, customer behaviour, AI economics, regulation and distribution.

Inside the business

ProductTechnologyEngineeringDataCommercialOperationsM&A and PMI

The market around it

CompetitorsCustomer behaviourAI economicsRegulationDistribution

02What the business actually needs

What has to change, and what capability belongs against it?

We translate what we find into an execution requirement: what needs to change, who needs to own it, and the capability required to make it happen.

What needs to change

Business processData foundationAutomationTechnologyOwnershipOperating model

What capability is needed

Skills & experienceSeniorityCapacityAccountabilityTeam shapeTiming

Experienced operators do the reading. They know what good looks like because they have operated through these situations themselves. Where we move into execution, they can stay involved as the intervention lands.

How it works

Assessment to measurable change.

Assess

Pressure-test a clear mandate, or go deeper where the answer is not yet known.

Define

Name what is actually holding the business back, and what needs doing about it.

Decide

Choose what happens next: a person, a team, or a change to the way the business runs.

Deploy

Find and put in place the right specialist, operator, team or change.

Deliver

Work alongside management until the change holds. Stay involved for as long as the situation requires.

Outcome

Measurable change in the business, on the measures above.

What we deploy

The answer follows the assessment.

We work out what is holding the business back first. The answer might be a specialist, functional leader, fractional executive, team, permanent hire, or a change to process or technology.

Specialist

Focused expertise against a specific problem.

Functional leader

Experienced ownership of a function or change.

Fractional executive

Senior leadership for as long as needed.

Small team

Defined capability to deliver a piece of work.

Permanent hire

Long-term capability where the business needs it.

Process / technology

When adding another person is not the answer.

The intervention follows the constraint, not the other way around.

When to use assessment to action

Six situations where we are typically brought in.

Scale

Capital is in. Organisation, product and technology now need to catch up with the ambition.

Technology & AI

Architecture, data, engineering or AI is holding the business back, but another technology project may not be the answer.

M&A / PMI

Platforms, teams, processes and accountability now have to become one operating business.

Product & commercial

Product investment is not converting into adoption, revenue or margin as expected.

Operating model

Decisions are slow, ownership is unclear, or key people have become bottlenecks.

Capability gap

The problem is understood and an experienced operator or team is needed quickly.

Execution case studies

What changed in the business.

Experienced operators taking defined problems through execution to measurable outcomes.

Case studies

Countries

Industries

7.7x

Best ROI

4 days

Time to place

Interim CTO placed during a Series B close

Technology · United Kingdom · Leadership continuity

The situation: The CTO left mid-round. The funding round and the product rebuild were both exposed.
What we did: We placed a senior interim CTO within four working days.
What changed: The Series B closed, the product rebuild landed on schedule, and a permanent CTO started 11 weeks later.

7.7x

Return on fees

Predictive modelling on a chemical plant

Chemicals · Continental Europe · EBITDA improvement

The situation: The business needed margin improvement without spending capital to get it.
What we did: We put in a small senior team: a delivery manager, a data strategy architect and two lead data scientists.
What changed: 120,000 euro of savings inside two months, 7.7 times the cost of the engagement.

35%

IT overhead cut

Four IT businesses merged onto one M365 tenant

IT services · Benelux · Post-merger integration

The situation: Four acquired businesses were still running separately, slowing everything down ahead of a secondary sale.
What we did: We placed a collaboration architect with security and governance specialists to design one tenant.
What changed: Four tenants became one in 12 weeks, IT overhead down 35%.

All case studies →

Start the conversation

Bring us the brief. Or bring us the problem.

If you know what you need, we will pressure-test it and move quickly. If you do not, we will work with you to establish what needs to change.

Send the context

Tell us what you are dealing with. You do not need to have diagnosed the problem or know the answer.

Talk it through

Book 20 minutes with Andrew. No brief or preparation needed.

Book 20 minutes →