Through our blog posts, we are looking to share not only the value that interim and fractional sales leaders bring to an organization. We also cover a variety of topics and share our experiences, all of which are part of the “day-in-a-life” of a sales professional.
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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.
Read MoreThere 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.
Read MoreThe fractional model has stopped being a workaround and started being a category. Each data point below is sourced from research published in or based on 2026.
Read MoreIn 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 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 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 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 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?
Read MoreWhen people talk about competition in the fractional executive market, the usual suspects come up quickly: full-time hires, consultants, agencies, or internal promotions. Those comparisons make for tidy debates, but they miss the real obstacle.
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