In last week’s CEO Masterclass, I laid out the common reasons why fractional executive engagements go sideways. Then one of the CEOs in the room did something that made the lesson land harder than any slide could: he squarely confirmed it.
Read MoreToday, I am deeply fond of them. We live on different continents, see each other only once or twice a year, and yet every meeting seems to strengthen our bond. It feels stable, intentional, and enduring.
Read MoreFractional executives have always sold one thing above all: pattern recognition compressed into fewer hours. Artificial intelligence is now rewriting what those hours look like — for GTM leaders (fCMOs, fCROs), fCFOs, fCOOs, and fCTOs alike.
Read MoreThe 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.
Read MoreSomeone 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.
Read MoreThis one begins on a cold January Sunday, somewhere far enough from home to feel like an expedition, with frozen ground under our feet and one simple promise that kept us moving: there would be a fire, and we would grill sausages.
Read MoreMost fractional engagements cluster around a surprisingly consistent set of ownership structures. In our experience placing fractional sales leaders and other CXOs, three types of organizations account for the vast majority of demand.
Read MoreSome people have photo albums that tell the story of their childhood. I had a wooden chest full of broken electronics—my personal monument to experimentation, triumph, and the occasional small explosion. Oddly enough, that chest has shaped how I lead a business far more than any textbook ever has.
Read MoreIn the early life of a startup, few challenges are as misunderstood—and as costly—as building the first sales engine. Founders often assume that hiring a few salespeople will automatically translate into predictable revenue.
Read MoreIf fractional specialization is the engine that drives demand, niche positioning is the fuel. But what does a strong niche look like in practice?
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