Anyone 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.
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There's a moment in every deal that almost no one designs. The contract is signed, the sales team rings the bell, and the customer — who has just spent real money on a promise — is quietly passed to whoever happens to handle “onboarding.” That handoff is where loyalty is won or lost, and most companies treat it as an afterthought.
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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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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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Vendux is one of the options listed. We've worked hard to describe every other provider fairly, because a comparison you can't trust is one that helps no one. Where Vendux is genuinely the better fit, we say so; where another firm is, we say that too.
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The standard executive search slate contains three to four candidates. AESC member firms and most retained search practices converge on this number for a reason — and it isn’t the one you’ve been told.
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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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There is a mystique around pricing, especially for executives who have never been involved in setting a price. Most of us spent careers selling somebody else’s product or service at somebody else’s rate. Now we are the product, and the room goes quiet.
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Some habits never leave you. They simply evolve. For me, puzzling has always been one of them—a quiet, obsessive activity that pulls me in completely and refuses to let go until the last piece clicks into place.
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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.
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