Am I Doing Too Many Things at Once?

Someone asked me recently — with genuine curiosity and perhaps a touch of concern — how I manage to keep all the plates spinning. They rattled off my activities one by one. By the time they finished, even I had to pause.

Let me lay it out. I co-founded Vendux, matching companies with fractional sales leaders. I run Shiny, a broader matchmaking platform for fractional CXOs across all functions. I coach fractional executives through #befractional on how to build a practice that actually works. I serve as Executive Director of the Fractional Leadership Alliance, the industry's first and only association. I co-lead the consultant, advisor, and fractional executive channel inside Pavilion. I teach a Masterclass to CEOs on how to make a fractional engagement successful. I evaluate the growing number of tools and services being built specifically for our space. And I have written a book — the same subject as the Masterclass, but with more room to breathe.

Eight things. I counted. And I might not be stopping there.

The natural follow-up question is obvious: is that simply too much?

Here is my honest answer: I have asked myself the same question. More than once. Usually late on a Tuesday, when three Zoom calls have bled together and my to-do list for the week already looks like it gave up on me.

But then I sit with it. And I keep arriving at the same place.

Every single one of these activities is about one thing. Building the fractional leadership industry into something durable, professional, and trusted.

Vendux and Shiny are how I put that belief into practice — matching the right fractional executive with the right company, at the right moment. The Fractional Leadership Alliance exists because a maturing industry needs infrastructure: standards, a collective voice, and something to point to when someone asks, "Is this legitimate?" The work inside Pavilion expands that infrastructure into one of the most influential revenue leadership communities in the world. The coaching through #befractional exists because there are thousands of talented executives going fractional right now with no map and no one to call. The Masterclass exists because the demand side of the equation — the CEOs — are often just as lost. The book is the long-form version of everything I have learned in six years, written down so it outlasts any given conversation. And the tool evaluation work matters because the right infrastructure, built now, will determine how professional this industry looks in five years.

Strip away the labels, and it is one coherent body of work. I am not juggling eight unrelated things. I am tending eight branches of the same tree.

That said, I want to be honest about the cost. Doing all of this well requires discipline I do not always have. It requires saying no to things that sound appealing but do not advance the mission. It requires accepting that some weeks, the book gets ignored and the newsletter goes out late and a coaching call gets rescheduled. Not every branch grows at the same pace.

But here is what I keep coming back to: the alternative is not peace. It is irrelevance. I entered this space because I saw an industry forming in real time, and I believed it deserved serious people working on it seriously.

So yes. I am doing a lot. But I am not doing too many things. I am doing the same thing, in a lot of different rooms.

That distinction matters to me. I hope it makes sense to others too.