In conversation: Tarrill Baker on why fractional advisors multiply strategic impact

At Albany Beck, we’re dedicated to bringing fresh thinking to the challenges our clients face. To strengthen this commitment, we’ve recently launched our Fractional Advisory Service, offering access to senior expertise on a flexible basis.

We sat down with Tarrill Baker, former Chief Data Officer at HSBC and Albany Beck Fractional Advisor, to explore the value of fractional advisory services. With her extensive experience in executive leadership, transformation, and advisory roles, Tarrill brings a unique perspective on how organisations can unlock real business outcomes through this model.

This insightful Q&A with Tarrill explores where fractional advisors add the greatest value, how success should be measured, and why external expertise can be a powerful multiplier for firms navigating complexity.

In what types of situations do fractional advisory services deliver the greatest impact?

Fractional advisors are most effective during periods of change or complexity; moments when firms need specialist expertise, but not necessarily a permanent hire. 

I see three common scenarios where this model delivers impact:

• Strategic change – Helping businesses pivot, launch new models, or enter markets by aligning strategy with execution. Fractional advisors ensure plans move beyond paper and into effective delivery.
• Technology adoption – Guiding organisations through emerging areas like generative AI. Advisors bring external perspective to assess opportunities, manage risks, and embed solutions that deliver real commercial value.

• Regulation with impact - Ensuring compliance is achieved without stalling growth. Advisors help businesses go beyond "box-ticking" by embedding regulation in ways that strengthen competitiveness.

How do fractional advisors contribute strategically, beyond simply filling gaps?

The value lies in independence. Unlike consultants with sales targets or employees tied to internal politics, fractional advisors are aligned solely to the client’s success.

We also provide fresh market perspective and act as a sounding board for leadership, helping organisations test ideas and strengthen decisions without the cost of a full-time senior hire.

What kind of KPIs or success metrics should clients apply to a fractional engagement?

Defining success at the outset is essential. Too often, advisory work is judged subjectively, but with fractional engagements the expectation should be clarity and measurable value.

I encourage clients to set KPIs in four categories:

• People outcomes – tangible milestones such as securing board approval for a programme or completing a critical hire.
• Execution outcomes – delivering systems, processes, or projects on time, within budget, and to the required standard.
• Regulatory outcomes – achieving external approvals or certifications where compliance is a key driver.
• Sustainability outcomes – ensuring  initiatives are embedded in the organisation so the benefits are maintained long after delivery.

Accountability should vary depending on the engagement. In a purely advisory role, success may be measured in softer terms, such as the value of insight or improved decision-making confidence. But where delivery is part of the brief, such as acting as an interim executive, the advisor should be directly accountable for outcomes.

The key is alignment. Both client and advisor must share a common definition of what success looks like. Without that, even strong delivery can feel misaligned with expectations.

Do fractional advisors collaborate with internal teams differently than full-time executives or consultants?

Absolutely. Independence changes the dynamic. Teams engage with fractional advisors as neutral partners with no hidden agendas, which fosters candour and trust. This is especially valuable at senior levels where politics can cloud decision-making. Fractional Advisors create space for honest dialogue and help ensure decisions are taken in the best interest of the organisation as a whole.

Some executives worry that bringing in a fractional advisor could be seen as a weakness by their boards. How would you respond?

Instead of being perceived as a weakness, my view is that it demonstrates strength and humility.

Engaging an advisor is not about outsourcing responsibility, it’s about validating strategy, stress-testing decisions, and identifying blind spots. Boards respect leaders who invite challenge, because it shows they are focused on the best outcome rather than protecting their own perspective.

In fact, presenting an external dissenting view can often strengthen a proposal. It demonstrates that ideas have been rigorously tested, not just agreed by consensus. That robustness builds credibility and confidence at the highest levels.

What advice would you give to companies considering hiring a fractional advisor for the first time?

For organisations considering engaging a fractional advisor for the first time, I recommend three priorities:

1. Define success upfront – Set clear KPIs that are regularly reviewed so value can be measured and demonstrated.
2. Ensure cultural fit – A fractional advisor operates at senior levels, so their ability to integrate with leadership and teams is as critical as their technical expertise.
3. Consider opportunity cost – Are internal teams being pulled into other areas that are better suited to external expertise? By engaging an advisor, leaders free their people to focus on what they do best.

These steps ensure the engagement delivers immediate value and builds confidence for future collaborations.

Final thoughts: Why do you describe fractional advisors as a strategic multiplier?

Fractional advisors aren’t just a stopgap. We’re strategic levers that bring independence, experience, and perspective to strengthen outcomes and accelerate delivery.

For leaders navigating complexity such as AI adoption, regulatory change, or strategic pivots, the right fractional advisor provides more than additional capacity; they deliver the clarity and confidence to succeed.

Moving your business forward with Albany Beck

At Albany Beck, we understand that businesses often need access to specialist expertise at critical moments, without the commitment of a full-time hire. Our  Fractional Advisory Service connects clients with senior leaders like Tarrill who can deliver targeted support, sharpen strategic decisions, and help navigate complexity with confidence.

Get in touch with our team.