You can’t afford another wrong hire.
Not ready for a Head of Talent — but need one now.
Fractional hiring ownership for key roles, when mistakes become expensive.
About the service
This model is for founders who are about to scale and don’t want to get hiring wrong.
You don’t need hiring volume yet.

You need confirmed, proven judgment — immediately.

Usually this moment comes after:
  • One expensive hiring mistake already made
  • A growing sense that agencies can’t be trusted with high‑stakes roles
  • The realisation that committing early to a VP‑level Head of Talent is premature
Hiring isn’t broken yet. But the risk is already there.
Why founders choose a fractional model
  • At this stage, incentives matter.
    Agency incentives are optimised for placements, not for long‑term execution. Internal hiring leadership isn’t ready yet — or is too big a commitment.
  • What founders actually need is:
    • A senior hiring partner with nothing to sell but the right decision
    • Someone who can design hiring properly and execute it, not just advise
    • Ownership without permanent headcount risk
    • That’s where fractional hiring leadership fits.
What “fractional” means in practice
You get a Fractional Head of Talent working directly with you and your leadership team.
  • 2–3 days per week
  • Fixed‑term engagement (typically 3–6 months)
  • Clear ownership over hiring decisions and system design
This is not coaching from the sidelines. It’s temporary ownership during the highest‑risk phase.
What we focus on
Fractional hiring is about getting the foundations right before scale amplifies mistakes.
Hiring system design
Designing a hiring process aligned with your next stage, not your last one
Defining decision rights before interviews start
Removing ambiguity that leads to consensus‑driven mistakes

Interviewer calibration
Aligning leadership and interviewers on what “good” actually means
Preventing opinion drift and late‑stage doubt
Ensuring interviews support decisions — not politics
Selective execution on key roles
We step into execution only where stakes are highest:
  • Leadership roles
  • First‑time executives
  • Senior, high‑leverage individual contributors
Execution here is deliberate, focused, and owned.
Founder & executive decision coaching
Founders stay close — but not overloaded.
In some cases, this means actively coaching founders out of micromanagement. Not to remove control — but to protect judgment under pressure.
Roles this model is designed for
Fractional hiring leadership is used when:
  • The role materially changes execution
  • The cost of a mistake is high
  • The organization isn’t ready for full internal hiring leadership yet
Typical focus:
  • First VP / Head of Function
  • Engineering or Product leadership
  • GTM / Revenue leadership
  • Finance or operational leadership
  • Foundational senior ICs with outsized impac
How this differs from Recruitment as a Subscription
Fractional Hiring is not a lighter version of subscription recruiting. It serves a different moment.

  • Fractional Hiring comes before scale
  • It prioritizes judgment, design, and risk reduction
  • It can stand alone — or naturally lead into a subscription model later
Some founders start here. Others never need more.
Commercial model
  • Fixed‑term engagement (typically 3–6 months)
  • Monthly retainer
  • Clear scope, clear ownership
No rigid packages. No long‑term commitments.
Tell us what’s at risk — we design the engagement around it.
A founder’s reality
“We didn’t need more candidates. We needed senior judgment before making another expensive mistake. Fractional hiring leadership gave us exactly that — without locking us into a permanent role.”
Why founders choose this model
Because, hiring mistakes compound faster than hiring costs.

Founders usually arrive here after realising 5 things:
  • Activity isn’t the problem — ownership is
    Hiring looks busy. Interviews happen. Candidates are “almost right.”
    But no one truly owns the outcome end to end.
    This model restores clear ownership — so decisions close and execution moves.
  • Agency incentives don’t protect execution
    Agencies are optimised to place candidates, not to safeguard long-term execution.
    That’s not a moral issue. It’s an incentive one.
    Founders choose this model because it aligns incentives around getting the decision right, not closing a deal.
  • Full in-house leadership is too early — and too risky
    Hiring a VP-level Head of Talent too early locks in salary, taxes, and long-term structure before the hiring system is even proven. This model provides senior judgment without permanent headcount risk.
  • Execution capacity matters more than hiring speed
    Founders don’t want faster hiring if it increases execution risk. They want the right people in the right roles — without being pulled back into every decision.
    This model protects execution while founders stay focused on building the company.
  • It scales with certainty, not optimism
    Instead of betting on volume, frameworks, or promises, founders choose a model that:
    • adapts to their stage
    • adjusts as assumptions change
    • evolves into in-house or subscription when ready
    No rigid packages. No forced commitments.
Talk to Olga
Olga Fedoseeva
Hiring and HR Executive with 20+ years experience in Tech - Fintech, AI, Crypto, Robotics & Mobility
Phone: +34 623 942 461
Email: olga@unitiq.com
Our contacts
Phone: +34 623 942 461
Email: olga@unitiq.com
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