A founder had developed breakthrough diagnostics technology but struggled to translate scientific excellence into business execution. The company operated reactively with no clear priorities, structured systems, or delegation framework. Every decision and task flowed through the founder, creating an unsustainable bottleneck. While the science was strong, there was no clear path to building a team, raising capital, or scaling operations effectively. Malloy Industries provided an executive coach who introduced a simple prioritization framework to focus on high-impact activities. He implemented CRM and pipeline tracking using HubSpot and Airtable for investors and partners, and created hiring scorecards and performance frameworks for early team members. He coached the founder through the critical shift from doing everything to leading a team, and used structured decision-making to navigate high-stress fundraising moments. The founder now operates as a strategic CEO with a clear roadmap and systems. The company closed a $3.2M seed round, grew from a solo founder to a functioning team of 6, and launched a multi-site study across 8 clinical trial sites. It won 10+ pitch competitions, securing strong external validation and visibility, and secured strategic partnerships with major institutions including NIH, DoD, and leading hospitals. The company is well-positioned to raise its Series A.

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A scaling B2B services company had all of its marketing bottlenecked through the CRO, and when he was temporarily out it left a critical gap. A website redesign was on an aggressive Friday deadline with multiple moving parts, including designers, content creators, and offshore team interviews. The founder felt out of the loop on complex projects and overwhelmed by details. Marketing execution was stuck waiting for CRO approval on every decision. Malloy Industries placed a GTM operations manager at $95/hour who stepped in to run the entire marketing operation while the leader was out. She led calls and made decisions, then checked for input afterward rather than before. She coordinated design, content, and India-based talent to keep everything moving, gave the founder 15-minute high-level updates instead of long tactical meetings, and owned the website project end-to-end to hit the deadline. The website launched on time on Friday despite the leadership gap and project complexity. Marketing campaigns went live in the hospitality vertical rather than staying stuck in planning. A graphic designer in India was hired and onboarded into the workflow. The CRO moved from being stuck in every detail to getting up to speed in 15 minutes, and the marketing function ran with executive-level ownership rather than task management.

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A fractional CFO services firm with over 50 active clients had no structured client lifecycle or retention system. Churn risk was invisible until clients were already halfway out the door, and upsell and expansion opportunities were frequently missed. Some clients were quietly hiring other CFOs without the firm realizing. The team was stuck in reactive firefighting instead of proactive relationship management. Malloy Industries placed a client retention specialist who designed a client intelligence scorecard tracking engagement, satisfaction, growth signals, and churn risk. He conducted structured client interviews to surface flight risk, downsell risk, and upsell opportunities, and identified a $292K client at high churn risk in time to help save the relationship. He also built a 3-phase operational maturity roadmap for client success and created a training system with shadowing and documentation for the internal team. The firm now runs a proactive retention system rather than ad-hoc check-ins. Leadership can see churn risk early and intervene in time, with clear visibility into which clients can grow, which are at risk, and where competitors are circling. A $292K high-value client was retained from churning and $300K+ in annual losses were prevented through proactive intervention. The team gained a repeatable process and training system instead of relying on one-off heroics.

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A growing B2B services company with over 10 employees had no real HR backbone. Onboarding was chaotic: laptops were not ready, emails were not created, and new hires spent their first days waiting around. Territorial battles between HR and Payroll created friction and delays. Operations and IT were disconnected with no shared processes or documentation, and multiple single points of failure created constant confusion. Malloy Industries placed a fractional HR director who built a complete HR foundation, including an employee handbook and a performance review system in Gusto. She created a compensation planning framework and designed structured onboarding and offboarding workflows. She also diagnosed that internal payroll needed to move under HR to eliminate friction, and documented processes to connect operations, IT, and HR. The company experienced its first truly organized onboarding. Political friction between HR and Payroll was dramatically reduced, and HR, operations, and IT became aligned around clear processes and documentation. HR shifted from forms and fire drills to a strategic, scalable function. The complete HR foundation was built in under a year, the onboarding system became repeatable for future hires, and the infrastructure was ready to hand off to an India-based team without losing quality.

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A 50+ employee cannabis dispensary company faced its HR director quitting with payroll due in seven days. Nobody internally knew how to run payroll, manage benefits, or handle HR compliance. Leadership was in panic mode, worried about missed paychecks and legal exposure. They believed they needed only a short-term payroll fix to get through the crisis. Malloy Industries introduced and fully onboarded a fractional HR director within 48 hours rather than seven days. She took over payroll, benefits, HR operations, and compliance for the 50+ employees, and built emergency processes and documentation to prevent future single-point-of-failure crises. Rather than acting as a one-week patch, she served as the company's entire HR department for 11 months. Zero payroll disruptions occurred during the 11-month coverage. After 11 months the company tried a cheaper full-time HR hire, which produced three months of chaos, mistakes on almost every payroll, and that person then quit. One phone call brought the fractional director back and stabilized everything. The company ultimately adopted a blended model — one fractional executive for strategic HR and another for tactical payroll execution — which proved more cost-effective than the failed full-time hire.

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A multi-partner professional services firm was planning a future sale, but its eight equity and operating partners held vastly different engagement and commitment levels. Disengaged partners were quietly blocking growth and change. Hard conversations had been avoided for years, and internal leaders were too close and too political to objectively diagnose or confront the issue. The firm was stuck in a silent stalemate that threatened the entire exit strategy. Malloy Industries placed a fractional COO who conducted independent one-on-one interviews with all eight partners. He built a 2x2 matrix mapping engaged versus disengaged and interested versus not interested, which identified where ownership, incentives, and roles were fundamentally misaligned. He then developed a 60-day partner realignment plan including buyouts and incentive changes, and created a board-ready presentation to support the difficult but necessary conversations. Leadership finally had objective evidence about partner engagement and intentions. The fractional COO became the independent voice and bureaucratic cover that internal leaders could not be, giving the CEO a structured, de-personalized way to address misaligned partners. The 8-partner assessment was completed with a clear engagement map, the 60-day realignment plan was delivered and socialized across leadership, and an equity restructuring roadmap was created ahead of the sale process. The firm was positioned for $15M+ in operational improvements and a successful PE exit on 12/30/25.

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RightHear was an internationally proven B2B SaaS solution, but it struggled to enter the US market. The team faced a cultural and corporate communication gap that made it hard to get in front of the right prospects and interpret feedback accurately. Early efforts produced ad-hoc feedback and narrow wins, but they did not create a repeatable path to growth. Leadership needed a clearer strategic view of the American healthcare buying environment. RightHear engaged a fractional sales executive to provide strategic leadership rather than a purely tactical sales push. Together, they built a scalable sales engine and a playbook-driven go-to-market approach. The work emphasized disciplined experimentation, customer discovery, and refining messaging and sales processes based on real market input. The executive integrated with the team and helped align stakeholders around a cohesive strategic vision. RightHear gained a stronger understanding of the American B2B market and developed a repeatable, sustainable sales machine. The company achieved 55% year-over-year revenue growth and delivered five consecutive quarters of increasing sales. Qualified inbound leads increased from 10 to 40 per month, supporting more consistent pipeline generation. The engagement continued for 2+ years and helped strengthen confidence among leadership and investors.

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Convoke, a B2B SaaS FinTech company, had developed an ideal solution but lacked market visibility. Leadership wore multiple hats, and marketing was consistently deprioritized. Internal efforts stayed scattered and did not create sustained momentum. A fractional marketing executive, Hilary Sutton, was deployed to provide strategic direction and structure. She delivered organization and influenced the team to align around clearer priorities. The engagement replaced ad hoc marketing activity with coordinated execution. Convoke generated 2.9M+ LinkedIn impressions and achieved 22% follower growth on LinkedIn. Marketing output increased by 10X compared to prior efforts. The engagement continued for 15+ months, indicating sustained traction over time.

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Matium faced organizational dysfunction marked by leadership confusion and departmental silos that threatened their innovative manufacturing model. When front-office leadership collapsed, one director inherited unsustainable responsibility across finance, legal, sales, and marketing. The organization operated in a state of crisis management that put execution at risk. Matium implemented a fractional executive coaching partnership to stabilize leadership and rebuild how the front office operated. The engagement clarified roles and responsibilities across functions and addressed cross-department alignment issues. The company also refocused leadership around executing its national reshoring mission. Over the engagement, Matium shifted from reactive crisis management to more strategic execution. Leadership responsibilities became more sustainable, and the organization operated with greater cohesion across departments. The company rebuilt capabilities beyond its original foundation and aligned more tightly around its national mission.

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