FRACTIONAL LEADERSHIP · WHO OWNS THIS LONG TERM
The Head of Support Operations you haven't hired yet.
A support operations leader who owns the outcome, not a consultant who hands you a plan. Two tracks, depending on whether you have people to execute or need someone to do the work.
See How The Two Tracks WorkWHAT THIS HAS ACTUALLY LOOKED LIKE
Two real leadership gaps, filled in real time.
When one client's head of support left, we stepped in and ran day to day operations ourselves. We scaled the team, migrated them off Help Scout and Gorgias onto Zendesk, and stood up a BPO relationship. The leader placed afterward stayed in the role for over five years before moving on.
Consumer product brand, leadership transition
When another client's leader left, we covered two teams, one in Massachusetts, one in Ireland, while running a full Zendesk build out and training program at the same time. We helped them hire a permanent replacement. They're still a client today, now on an as needed basis.
B2B software client, leadership transition
HOW THIS FITS WITH OPERATE
Fractional runs on top of Operate. We don't sell it on its own.
Operate gives you the weekly and monthly cadence that surfaces what needs deciding. Fractional puts someone from our side in the room who owns those decisions and drives them through. We don't sell it standalone, because a leader whose decisions aren't fed by working operational data is guessing, and we're not going to sell you an outcome built on a guess.
TWO WAYS TO RUN IT
Pick the track that matches what your team can absorb.
Same leadership layer either way. The difference is who does the building.
Strategic
You have people who can execute.
Led by Ty Givens
You have a team, or at least a couple of capable people. What's missing is someone senior who owns the roadmap, makes the calls, and carries support into the rooms where budget and priority get decided. Your team does the building.
- Owns the support operations roadmap
- In your leadership meetings, not briefed afterwards
- Executive reporting in language that survives a board meeting
- Direction and review for the work your team ships
Hands-on
You need someone to do the work.
Led by a senior operator from our team
You don't have a bench, or you have one person underwater. Same leadership layer, except the person in the room is also the person building it. They join your meetings and work as part of your team.
- Everything in the strategic track
- Part of your team day to day, in your channels and your meetings
- Builds the workflows, reporting and documentation directly
- More hours, deeper involvement
One person owns your engagement from start to finish.
No split ownership, no plan handed to someone else to carry out. You'll meet whoever leads your engagement before you commit to anything. Quarterly minimum, monthly retainer on top of Operate, capped hours. We'll give you a range on the first call and firm it once we've seen the work.
WHERE TO START
This usually isn't the first conversation we have.
Fractional sits on top of Operate, and Operate sits on top of knowing what your operation actually needs. It comes after Launch, Scale, or Operate, once there's enough shared history to trust the judgment and not just the execution. If we haven't worked together yet, the audit is the front door.
WHO'S BEHIND THIS
I'm Ty Givens. 25 years running support operations at See's Candies, Thrive Causemetics and Intuit before starting CX Collective. I lead the strategic track myself, and I built the team that leads the rest. Either way one person owns your engagement.
25 years in support operations
If this is where you are, let's talk.
Already running Operate, or wrapping up a Launch or Scale engagement? This is usually the natural next conversation, not a cold pitch. If you're new, start with the audit and we'll get here.