The principle is simple: when you sell less time, you charge a higher rate per hour. When a client commits to more time, the per-hour rate goes down, but the total compensation goes up.
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Some experiences return every year, familiar yet different, carrying new meaning as you grow. For me, Karneval was exactly that—a recurring moment in time that evolved from pure childhood excitement into something much more nuanced in adulthood.
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Every sales rep who has ever worked with me will quote you one of my favorite sayings: “do not discount.” I mean it. Discounting feels generous in the moment, and as consumers we love it. As sellers, we should be very careful with it.
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The standard narrative about fractional executive hiring goes like this: companies that can’t afford a full-time CFO or CMO hire a fractional one instead. It’s a practical workaround: useful, cost-efficient, and something you grow out of once the company reaches a certain size. That narrative is incomplete.
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Every salesperson on LinkedIn was President’s Club. Every resume shows quotas exceeded, records broken, number one on the team. But in a thirty-year career, nobody was at the top for thirty years in a row.
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The myth of the founder-as-superseller has done real damage to early-stage companies. We have romanticized the image of the charismatic CEO who can close any room, and as a result we have pressured technical, product-obsessed, or operationally minded founders into roles they are temperamentally and skill-wise unsuited for.
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Reading was not assigned—it was inevitable. Books were not just a pastime; they were my primary form of entertainment, my travel to a different place and time.
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The problem isn't product complexity. It isn't market conservatism. And it isn't price; sports technology is full of non-negotiable procurement decisions made at prices nobody expected the buyer to accept. The problem is translation.
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The world of fractional leadership is crowded, and clarity of niche isn’t just nice to have—it’s the economic engine that drives quicker decisions, higher fees, and referral velocity.
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When clients compare “apples to oranges”—specifically, when they weigh fractional leadership against permanent hires, consultants, in-house team members, gig-workers, or doing nothing without recognizing the fundamental differences.
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