Fractional CCO / CRO
If you need someone in the seat, I can lead sales and growth part-time as Chief Commercial Officer, Chief Revenue Officer or Head of Growth, working with the team you already have.
Growing a founder-led business, before and after a sale
I'm Myles Molloy. I work alongside founders and their boards on the commercial side of the business: getting growth ready for a buyer to look at closely, and keeping it going once a new owner arrives.
Why Fairhelm
What a business needs from its leaders changes as it grows. The person who builds a company from nothing, the one who scales it and the one who readies it for sale are rarely being asked to do the same job.
The best leaders see that moment coming. They act on it early, on their own terms, and treat it as part of building something that lasts rather than a verdict on themselves. Fairhelm exists for that moment.
When it's worth a conversation
- Growth has stalled, or still depends on you doing the selling.
- You're preparing for a sale and want the sales side to stand up to a buyer's due diligence.
- You've just been acquired and need sales to integrate without losing customers.
- Your sales team, pricing or managed-service model needs a reset.
How I can help
Growth advisory for founders
Most of my work starts here. I work with you and your leadership team on a retainer, or for a fixed price on a defined piece of work.
- Before a sale
- Growth that doesn't rely on the founder, a pipeline and client list a buyer can check for themselves, and a clear account of where the business wins and why.
- After an acquisition
- Bringing sales teams, offerings and targets together with the new owner's, while the customers who made the business worth buying stay looked after.
Interim MD or CEO
Through a change of ownership, I can step in as interim MD or CEO while the business settles and its longer-term leadership is agreed.
Board and NED roles
I'm open to non-executive and board advisory roles. I was a company director through two sale processes to a completed sale, and then through integration, so I know what buyers test in due diligence and where value leaks after completion.
Where this comes from
I've done this from the inside. At a founder-led technology services business I led sales and grew sold services at 65% compound annual growth over five years. I sat on its board through two sale processes, the second ending in a completed sale into a Bain Capital-owned group.
After the sale I led the integration of the UK sales teams, then ran the UK business as General Manager through a return to operating profit (management basis) and a sharp market downturn.
Before moving into sales I worked on technology programmes from the customer side at Barclays, Credit Suisse and ABB, so I know how it feels to be the buyer.
- 65% compound annual growthIn sold services over five years
- Two sale processesAs a company director, through to a completed sale
- 20+ public bodiesWon through G-Cloud, DOS and other frameworks
How it starts
It starts with a conversation rather than a proposal. If we decide to work together, a typical first 90 days looks like this.
An assessment of where you are today
Your pipeline, your proposition, how your customers see you, and where you're winning and losing work. It's fact-based, and it's also my chance to understand the realities as you see them.
A proposed way forward
Agreed and refined with you and your board, and tied to what the business is trying to achieve.
A transition plan
Using your existing team or new hires, so the work carries on without me.