Start a conversationI work as an embedded SEO consultant for enterprise teams. Not an agency, not a retainer that bills for reports. A diagnostic, a roadmap your engineers will actually ship, and me in the room while it happens.
Overview
SEO consulting is the practice of advising an organization on how its site earns visibility in search engines and, increasingly, in the retrieval systems behind generative answers. A consultant is engaged for judgment rather than production: diagnosing why a site underperforms, deciding which of the available fixes are worth their engineering cost, and sequencing them against a product roadmap. The remit spans technical architecture, content and information architecture, international structure, migrations and measurement.
The distinction from an agency is structural rather than qualitative. An agency sells a team and bills for delivery capacity, so its output tends toward volume: reports, tickets, published pages. A consultant sells a decision and works inside your organization: the same person who runs the diagnostic sits in sprint planning, argues the case to the CTO, and is accountable when a recommendation turns out to be wrong. At enterprise scale that accountability is usually the scarce thing, not the tactics.
Who it's for
Most enterprise sites do not have an SEO problem so much as an unresolved question: which of forty known issues actually move revenue. A diagnostic answers that with crawl data, log files, Search Console and query-level demand, and produces a ranked list. Everything downstream (tickets, briefs, roadmap, etc.) is only as good as that ranking.
Fractional means a defined share of one senior person's week, held over months, rather than a full-time hire or a project that ends at the deliverable. Typically two to three days a week: enough to run the roadmap, sit in planning and review releases; not enough to become the person everything routes through. It is a governance role with hands.
The constraint on enterprise SEO is rarely knowledge. It is release capacity, competing roadmaps, a platform nobody wants to touch and three stakeholders who each own part of the fix. A consultant spends as much time making the internal case — to engineering, product and legal — as diagnosing the problem. Recommendations that cannot be shipped are not recommendations.
A good engagement makes itself smaller. That means documented standards, a QA step in the release process, templates your team can apply without asking, and training so the next migration or component change does not need an external opinion. The measure of the work is what survives after the invoice stops, not how dependent you become. That being said, my consulting engagements almost always turn into recurring retainers, where I provide ongoing implementation support, research, and guidance.
In this area
SEO above a certain organizational size is a governance problem, not a tactics problem. Getting the fix shipped is the hard part.
Crawling, rendering, indexing and site architecture on catalogues and applications with hundreds of thousands of template-driven pages.
A decision document, not a 200-row spreadsheet. Every finding scored by revenue impact and effort, written so engineering can act on it.
Replatforming is the largest controllable SEO risk an enterprise takes, and it arrives with a fixed date. The work belongs before the launch.
hreflang, ccTLD and subfolder trade-offs, and market prioritization by opportunity rather than by where you already have an office.
Authority earned from assets journalists and industry publications actually cite. No networks, no paid placements, no monthly link quota.
What's included
Crawl, log, Search Console and demand analysis across the estate, ending in a ranked list of what is costing you revenue and why.
Every recommendation scored by revenue impact and engineering effort, assigned to a team, and sequenced against your actual release calendar rather than an ideal one.
I sit in your planning, write the tickets in your tracker, answer the questions in your Slack/Teams channels and QA the work before it ships.
Documentation, release-time QA and training, so your team holds the line between engagements and the next platform change does not undo the work.
Not sure which of these you actually need?
Request a discovery callProcess
1
Access, stakeholder interviews and a read on where the commercial upside actually sits.
2
Crawl, logs, rendering, demand and competitive architecture, reduced to a ranked set of decisions.
3
Scored recommendations, owners, tickets and a walkthrough with engineering and product leadership.
4
I stay on the sprint: QA, escalation and measurement against the baseline.
Related case study · Fire & Flower
FAQ
An agency sells delivery capacity and staffs it with whoever is available. I sell judgment and do the work myself, which means fewer hands and a shorter route to a decision. If you need twenty pages written a month, hire an agency; if you need senior SEO judgment and strategy, hire me.
One to two days a week, for a fixed term, with named responsibilities: the roadmap, release QA, and representing search in planning. You get a senior person's attention on a schedule you can predict, at a fraction of the cost of hiring someone who may not exist in your market.
Often it works better. The agency executes; I set the technical direction, review the output and settle the arguments about priority. The arrangement fails only when the agency is being paid to defend its past decisions, and that shows up in the first month rather than the sixth.
Generally, a fixed fee for the diagnostic, so you can stop there if the answer is enough, then a monthly retainer for the embedded work with a defined number of days. That being said, none of my services are pre-packaged and I evaluate every opportunity on its own merits.
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