About

From Transition to Transformation: Fractional Leadership that Scales

I am an interim and fractional executive for companies facing complexity. My mandate isn’t just to fill a seat; it’s to build a foundation. Whether I join as an iCMO, iCEO, iCSO, or Management Coach, my goal is the same: to create the clarity and space needed for your future permanent leadership to succeed. I don’t just bridge the gap—I engineer the bridge.

The Evolution of a Mandate

Most organizations think they need a specific "role." In reality, they need a specific outcome.

I am indifferent to the title on my contract. I am focused on the leverage I can provide at each stage of our partnership. When I work with teams long-term, my involvement naturally evolves:

• Phase 1: The Stabilizer (Months 1–3). I step in as an Interim Executive (CMO/CEO/CSO) to stop the bleeding, clear the "institutional fog," and restart momentum.
• Phase 2: The Architect (Months 3–9). As a Fractional Executive, I build the playbooks, fix the data infrastructure, and align the strategy across international borders.
• Phase 3: The Coach & Advisor (Month 9+). Once the foundation is solid, I transition into a Management Coachrole—helping you hire, onboard, and empower the permanent manager who will take over the reins.

I don't care about "defending territory." I care about leaving your organization so strong that you eventually no longer need me.

>> Learn more about my Fractional Executive Services

Next steps

If you’re exploring whether working together makes sense, the best place to start is the Projects section.

That will give you a concrete view of:

• what I work on
• how I operate
• and where I add the most value

From there, you can decide whether a conversation is useful.

Remco Livain

FAQs

1. You mention taking on various "iCXO" roles—which one do I actually need? Labels matter less than bottlenecks. If your sales and marketing are misaligned, I function as an iCSO. If your marketing operations are broken, I’m your iCMO. If the entire organization is in a leadership transition, I act as an iCEO. We start with your biggest constraint and the title follows the task.

2. How does a fractional role differ from a traditional "interim" role? Traditional interim managers are often just "gap fillers." I see my work as structural empowerment. I’m not just keeping the seat warm; I’m optimizing the seat so that the person who follows me has a clear roadmap, a functional team, and a high-performance environment.

3. What does it mean that your role "changes over time"? As the organization matures, my "active" execution decreases. I might start by running daily stand-ups and media buying (iCMO), but as we hire talent, I shift into a Management Coach role. This ensures the transition is seamless and that your new hires are mentored by someone who has already been in the trenches of your specific business.

4. Why is "creating room for a manager" a priority for you? A fractional executive who stays forever is a failure of the model. My value is in the handover. I want to identify the exact technical and cultural profile your company needs, help you find them, and then step back to ensure they have the "room" to lead without me hovering.

5. Are you a consultant or an operator? I am an operator who thinks like a strategist. I don't deliver 50-page PDF reports; I deliver finished projects, hired teams, and stabilized revenue engines. I take a seat on your board or leadership team and carry the same weight of responsibility as any other executive.