A fractional communications director is senior-level communications leadership, embedded in your organization on a part-time or as-needed basis — without the cost of a full-time executive hire. Instead of one person trying to handle messaging, media relations, vendor management and crisis response on top of their existing role, you get a dedicated communications lead who owns the function.

Scope varies by organization, but it typically includes setting communications strategy and priorities, directing messaging and positioning, managing PR and media relations, overseeing vendors and contractors (designers, agencies, freelancers), and stepping in when communications needs — planned or unplanned — arise.

An agency typically focuses on the execution of a defined scope of work. A fractional director sits closer to leadership, helping set direction and priorities, then either executing directly or directing others (internal team or outside specialists) to execute. It's leadership, not just output.

Organizations that need consistent, senior communications oversight but aren't ready for — or don't need — a full-time hire. Often this means growing nonprofits, founder-led businesses or organizations going through a transition where communications needs to be handled well, but isn't anyone's full-time job.

This works best for fully funded businesses, ideally in year three or beyond, and nonprofits with $1 million to $10 million in annual revenue. If you're earlier than that, you may need a different kind of support first — and I'll tell you if that's the case.

I price fractional engagements as a project fee for a defined term, typically three months or more, rather than an hourly or monthly retainer. We scope the deliverables and time frame together upfront, agree on a fee for that term, and revisit scope and pricing if the engagement continues beyond it.

Fractional engagements aren't tracked by the hour. Instead, we define the scope and deliverables for the term — typically three months or more — so you know what's covered and what to expect, without worrying about hours logged.

That's often the goal, and I build toward it. I can serve as a bridge while you grow into that hire, document processes so the transition is smooth, and even support onboarding your new communications director once you're ready to bring someone on.

Yes. Part of the role is directing the people already in motion — your internal team, existing vendors and any specialists already in the mix — so everyone's working from the same strategy instead of in isolated lanes. If a project calls for expertise outside what's already in place, I bring in a small network of specialists I've vetted through direct, past collaboration, so you get a coordinated team without managing multiple vendors yourself.Item description

AI can help you draft faster, but it can't tell you what's actually true about your organization — why your last launch fell flat, or what makes your story different. That takes an outside, expert read, not a prompt.

It also can't implement anything —things like managing vendor relationships, building trust with journalists or facilitating media interviews. Much of what AI generates for PR and comms roles doesn't reflect how the work actually happens. I bring the judgment to build the strategy and run it in the real world.