By the time I present a shortlist, several people have put time into the process. Experienced fractional sales leaders have cleared their calendars, and some have turned down other conversations.
Read MoreEvery board eventually has this conversation: the VP of Sales role is open, and someone points at the top rep and asks, "Why not just promote her?" It's a reasonable question.
Read MoreAnyone who has led a global sales team knows this exact math, and anyone who hasn't will eventually learn it the hard way, usually through the resignation of a good rep who got tired of being the one who always dialed in at midnight.
Read MoreMy career has taken me to more than fifty countries at this point, and the pattern is remarkably consistent: companies treat market entry as a headcount decision when it is actually a hypothesis that hasn't been tested yet.
Read MoreThis happens more often than fractional sales leadership advocates like to admit. A CEO commits to the fractional model in principle, runs a disciplined process, finds the right person — and then a full-time résumé lands on the desk and resets the entire decision to a coin flip.
Read MoreThe pricing essays on this blog have argued, repeatedly, that pricing yourself is the hardest conversation in this work. They are right. But the difficulty is partly that we keep treating pricing as a single number rather than a small, structured menu.
Read MoreThat is not how most fractional engagements end. A more common pattern is the slow fade — fewer meetings, more autonomy for the team, a renewal conversation that drifts past its date, and eventually a polite email about wrapping up.
Read MorePrivate equity firms have stopped debating whether fractional executives belong in their portfolio companies. It is standard practice now. Venture-backed founders, by contrast, still treat the same decision as a step down.
Read MoreHe liked working with the executive. His team liked working with her. The pipeline had grown. The conversion rate had improved. The forecast was more honest than it had been when she started. What was on the page was a monthly retainer that. He asked, politely, what he was paying for.
Read MoreMost sales-leadership problems come down to one of three needs: you need advice on what to fix, you need to hire someone permanently, or you need someone to actually lead sales right now.
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