Some situations don't need a standing appointment — they need senior hands on a specific problem for a defined period: a growth plan that's real, a restructure done with control, a commercial function rebuilt. MAXFR takes those engagements the way an operator would: scoped, baselined, delivered, reviewed.
Transformation fails for predictable reasons: no baseline, no single owner, plans that describe ambitions rather than actions, and senior attention that evaporates after the kick-off. This engagement is built against those failure modes — one accountable senior leader, a written end-state, weekly working cadence and milestones the board actually reviews.
Max's delivery record is an operator's, not a deck-writer's: CEO of a £10m+ design and manufacturing group with 100+ staff by 27; Managing Director of an e-commerce and lean-manufacturing business for nearly seven years; and commercial leadership roles across IT services, luxury design, furniture and investment — manufacturing, services, B2C, IT, design, construction and investment sectors, end to end.
Engagements run alongside your team, not instead of it. The explicit goal is that the capability stays when the engagement ends — which is also why every engagement has an end.
The problem written down in numbers and agreed at board level: where we are, what done looks like, what it's worth. Two weeks, typically.
A plan of actions, not aspirations — sequenced milestones, named owners, decision points reserved to the board. Signed off before delivery spends a pound.
Max works in the business at agreed days per week: unblocking, deciding, coaching the owners, escalating honestly when reality moves.
A one-page milestone report each cycle — progress, risks, asks — so the board governs the change instead of discovering it.
Capability transferred, documentation real, owners confident. A closing review against the original baseline: what was promised, what was delivered, what's next.
| Scope | One defined problem with a written end-state |
| Duration | Typically 3–9 months |
| Cadence | 1–3 days per week in the business, plus board reporting |
| Form | Consultancy engagement; can run alongside or convert into a NED or chair role |
Senior transformation leadership in the UK typically runs £1,200–£2,500 per day depending on intensity and risk; engagements are quoted as a scoped programme so the total is known — and capped — before work begins.
Figures are indicative UK market context, not a quotation — every MAXFR engagement is scoped first and priced in a written letter of engagement, with review points both sides can use. For broader numbers, see the NED & chair fees guide.
Five questions if you want structure. One email if you'd rather talk. Either way, a straight answer about what your board needs.