Fractional advisory · Cape Town
Companies get stuck. I find the spot where a small push gets everything moving.
Decisions drag for months. Projects stall. Suppliers overcharge. Teams blame each other. Twenty-one years inside big business — most of it running procurement in big retail — taught me where to look.
Not a diagnosis. A probability.
The 30-second read
If you read nothing else, read this.
Michael is a FractionalSenior capability without the full-time hire, deployed exactly where it matters — priced to the problem, no firm around it.fractional advisor to big, mid-size and founder-led businesses. When decisions drag for months, projects stall, suppliers overcharge and teams blame each other, he finds the one spot where a small push gets the whole thing moving. It usually sits in the gap between a good plan and getting it done. Most often it is hands-on and cross-functional — in procurement, in the operational detail, in the decisions that stall between one team and the next. The result is something you can point at: the decision signed, the award out, the project moving. Twenty-one years inside big business taught him where to look. The first conversation is free and there’s no pitch.
Sound familiar?
Six that land on desks like yours
| The situation on your desk |
What it usually is |
What moving looks like |
| The capex approval on its third resubmission |
Nobody owns the no |
Signed this quarter |
| The supplier decision stuck in review while the old contract quietly renews itself |
The risk has no owner |
The new contract signed |
| The org redesign everyone agrees with and nobody signs |
Two functions, one gap |
One owner, one date |
| The system go-live postponed a third quarter |
“Ready” was never defined |
A date that holds |
| The price increase you know you must pass on, and haven’t |
The talk nobody will start |
The letter goes out |
| The renegotiation you’re losing slowly, one small concession at a time |
Silence is a decision |
You set the terms |
What moving looks like
Composites, not client stories.
A COO with a stalled award.
The tender had sat in review for months while the supplier already in place quietly renewed. The real blockage wasn’t price — it was a risk nobody would put their name to. The award letter went out within weeks. · composite
A founder who had stopped negotiating.
They were losing ground to a much larger counterparty by silence — every week of no-decision was a concession. We built the evidence until the terms were theirs to set, not the other side’s to grant. They signed a deal they’d have walked away from a month earlier. · composite
An ops director whose go-live kept slipping.
Three quarters running, the date moved because “ready” had never been defined. We named the one owner and the one thing that actually had to be true before launch. The next date held. · composite
Ways to go deeper
That’s the short version. The whole house is below.
Nº 01 · The problem
Your strategy is sound. Your people are capable.
So why won't it move?
The problem was never effort. It was placement.
The problem I solve
Where it gets stuck.
You've tried consultants. They delivered decks. Nothing moved.
—Procurement decisions that should take weeks take months.
—Cross-functional initiatives die in the space between departments.
—Vendors extract value while internal teams fight each other.
—Transformation programmes generate reports but not results.
I make things move.
How I think
Effectiveness over efficiency.
A stuck business is rarely broken everywhere. It is usually jammed in one spot — and that is where I work.
The small, right move beats the big, expensive one. I find the spot, push there, and the whole thing starts moving again.
Depth
I work a problem all the way down before I act. I choose depth over speed, and effectiveness over efficiency.
Complex problems punish shallow thinking.
Restraint
Gentle is not weak. Gentle is precise. Gentle is strong enough to not need to prove strength.
I build architectures that make the right outcomes inevitable, so force becomes unnecessary. Capability precedes restraint.
How I work
The four lenses.
Conclusions emerge from independent perspectives. Where the lenses disagree, the disagreement is the signal.
01 · Method
Institutional Acupuncture
Better placement, not more force.
The exact points where pressure creates movement: the meeting that unlocks three months of deadlock, the reframe that dissolves resistance, the governance structure that prevents problems before they exist, the evidence architecture that reverses decisions without warfare.
02 · Posture
Complexity Navigation
With the complexity, not against it.
Some problems can't be simplified without being destroyed. Map the stakeholder dynamics, surface the hidden dependencies, build decision architectures that handle ambiguity rather than pretending it away.
03 · Capability
AI-Augmented Intelligence
A genuine force multiplier.
Not chatbot gimmicks. Deep synthesis: financial forensics that separates fragile growth from hidden insolvency from genuine turnaround. 26 ratios. Altman Z-Score. Beneish M-Score. Scenario planning that takes consulting teams weeks, delivered in hours. This runs as working software, not theory.
04 · Structure
Transformation Architecture
The scaffolding that makes execution inevitable.
Not strategy (too abstract), not project management (too mechanical). The structural work that turns decisions into outcomes: governance frameworks, escalation pathways, accountability architectures.
Four lenses. One method. The work happens at the seams.
The terrain
R4.2B+
Indirect operating spend in the portfolio · Opex · ≈ US$250 million
The GNFR portfolio baseline — equipment, services, consumables, corporate spend. Capital spend sits on top, year by year.
The size of the room, not a number to admire. Over two decades across finance, operations, supply chain and multi-billion-rand indirect procurement.
In practice
Real engagements, details anonymised.
Shown, not promised.
Two engagements, told plainly. No logos, no charts — the method has to survive the description.
01
Case · governance
Governance reversal, without warfare.
An operational team bypassed procurement governance on a major technology acquisition, framing it as "a different sport." Governance stepped back. Six months later the same team ran the same playbook on a larger deal — but the pattern was already documented, the evidence architecture built before the conversation. The decision was reversed: not through political warfare, but by systematically showing the "urgent timeline" was vendor-manufactured and the "different sport" framing was a bypass.
What made it possible
Pattern recognition across time, documentation discipline, and the willingness to hold a line without making it personal.
02
Case · the deadlock
Board-ready, in days.
A supplier was stuck in a decision-deadlock with a large buyer: delivery accepted, commitment deferred, the supplier funding the wait. In a matter of days, a scattered project record became a board-ready strategy pack — a forensic evidence trail, an honest money model, a stakeholder and power map, a fairly-argued business case with its own counter-view, and a commercial options menu. The keystone was named: install one accountable, budget-holding decision-maker, and take "do nothing" off the table.
The win condition
Governance was built in from the first conversation, held in reserve, never brandished. The win condition was a decision, not a yes.
Two cases. One method. The work survives its description.
Institutional acupuncture
Better placement, not more force.
Find the load-bearing point where a small, precise intervention moves the whole system. The intelligence is in knowing where.
Engage
Why fractional.
Fractional means senior capability without the full-time hire, deployed exactly where it matters — priced to the problem, no firm around it.
By design: few clients, deep engagement. Not a roster to churn through.
Advisory (Strategy, Management, Operations)
Cross-pollination.
Patterns from adjacent problems travel with me. You get the insight without the consulting-firm markup, and there's no empire to protect, no turf to grow.
Scaled to actual need.
Some months you need five days. Some months you need five hours. Work by the hour, or hold a few hours a month if predictability helps — either way the fee follows what's stuck, never a number designed to be billed.
Speed to deployment.
No three-month onboarding subsidised on your time. I arrive ready to operate, with a method already pressure-tested in real conditions.
The engagement shapes
Five shapes. The engagement flexes to the reality of what's stuck.
Diagnostic
Rapid assessment of a stuck situation. Keystones identified, interventions mapped.
Architecture
Build the governance frameworks, decision structures, and accountability scaffolding that make execution inevitable rather than aspirational.
Navigation
Ongoing advisory through a complex transformation, negotiation, or change. A thinking partner for as long as it stays hard.
Intervention
High-stakes situations requiring immediate senior capability.
Retainer
Standing access rather than a project. A set number of hours held in your month, and first call on the time.
A first conversation is for understanding what's stuck — not for selling you on what comes next. We agree what next looks like together, or we don't.
Start a first conversation →
An honest fit
When to call, and when not to.
This is for you if
✓Your strategy is sound and your people are capable — but things stick between the boardroom and the floor.
✓You don't need another full-time executive, and don't want a deck-delivering consultancy.
✓You can hear an uncomfortable truth and use it.
This is not for you if
×You want comfortable validation of a decision already made.
×You optimise costs without wanting to understand them.
×You want a fully-specified plan executed without friction, or to fit it into an org-chart box.
What you're actually getting
Senior capability, deployed precisely where it matters. Integrity first. Someone who tells you what you need to hear.